Major cultural differences impeded the smooth transfer of a 14 day management education program, which had been very successfully used in Western settings, to an Asian situation. Thirteen Chinese and two Caucasians, all of whom worked in Southeast Asia and had management degrees, attended the program to improve their skills in influencing those with whom they worked. The Positive Power and Influence Program, described in the first section of the publication, has a conceptual base that distinguishes discrete kinds of behavior for influencing others. Ten erroneous assumptions underlying the trainers' behavior include the following: trainers need not have lived in Asia; Asians who attended a training workshop will operate optimally; teasing is a put-down; average second-language competency in English is sufficient; things are more or less as they seem; and a sensitive trainer will always be aware of conflict. Also examined are nine erroneous assumptions underlying the management training model. For example, role-playing is a universally useful learning method; tangible achievements are what matters; and learning is an individual matter and it is optimized when tailored to the individual and when it springs from his or her own felt needs. (RM)