The document examines three kinds of human relations training techniques and their possible application in preparing American personnel for the cross-cultural aspects of overseas assignments. The objective is to describe each technique, examine it with respect to possible use in area training, and summarize experimental evidence of its effectiveness, as well as to develop tentative suggestions for adapting each or all three for area training and integration into an ongoing program. Section I of the document states the problem: differing cultural premises and beliefs underlying more obvious cultural characteristics form major obstacles to the effective accomplishment of missions abroad. Section II discusses human relations training as a means of solving this problem, presenting objectives, process, necessary conditions, and three techniques (training groups or T-groups, role playing, and case study). Sections III through V examine each technique, covering process, effectiveness, past applications in area training, and speculations on the use and potential value. The final section offers six conclusions and implications: (1) human relations training can make an impact when used with foresight by an experienced trainer, (2) training is costly and exact cost/effectiveness data are impossible to define, (3) techniques differ in potential, but T-group is most powerful for bringing to awareness covert implications of one's behavior, (4) varying the three techniques is appropriate for most trainees and job requirements, (5) effective training involves a total organization or team and takes place overseas after a month or two, and (6) training can be enriched by incorporating foreign nationals. (CK)