Interventions seem,to regularly result in unintended,outcomes,that no one has planned,or anticipated. Many,of these,outcomes,can be associated with organizational,problems,and connected,ways ,of perceiving ,reality within ,the interventionists’ camps. These processes of knowledge,production,and implementation,will be explained by the model,of “coupled arenas”. Interactions between,different arenas,lead to,a contradictory,indirect administra- tion of the Global South. Most of the problems,of interventionsaiming,at “state-building” can be better understood when conceived as results of the interactions between actors in three different arenas, namely Western headquarters, national base camps, and local offices “in the bush”. Nor- mally, NGOs and international agencies, likewise, are facing problemsstemming from the fact that their activities take place in different places simultaneously.,While in the Western headquarter bureaucratic logics and moral politics prevail, the national base camp obeys to the logic of intermediary rule. Finally, in the bush office, decisions and plans taken else-