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KNOWLEDGE SOLUTIONS
Tools, Methods, and Approaches to Drive Development Forward and Enhance Its Effects A competency approach befits knowledge management and learning. Knowledge Solutions are handy, quick reference guides to tools, methods, and approaches that propel development forward and enhance its effects. They fit in five comprehensive areas: (i) strategy development, (ii) management techniques, (iii) collaboration mechanisms, (iv) knowledge sharing and learning, and (v) knowledge capture and storage. In general, raising organizational performance is contingent on progress in all five areas; however, the Five Competencies Framework can also help determine priorities for immediate action by selecting the area that will yield the greatest benefits if improved. Handle with Knowledge: 2013 Planner will appeal to the development community and people interested in knowledge management and learning.
A LEARNING CHARTER
Even with the best of intentions, it is easy to lose track of one’s plans in the “busyness” of daily life. To help solve this problem, please commit to three actions to promote knowledge management and learning in 2013. 1. 2. 3.
KNOWLEDGE SOLUTIONS MINI-SERIES
The best way to manage stocks and flows of knowledge is to cater at all times to the environment in which it can be identified, created, stored, shared, and used. Tools, methods, and approaches are needed to enable that. The Knowledge Solutions Mini-Series are shortcuts to recurring themes in the Knowledge Solutions collection at www.adb.org/knowledgesolutions.
Concept by Olivier Serrat, Principal Knowledge Management Specialist Leah Arboleda, Senior Knowledge Management Assistant Illustrations by Frances Marie Alcaraz Design and layout by Dennis Santos
DECEMBER 2012
M T W T
DESIGN THINKING
3 10 17 24 31
4 11 18 25
5 12 19 26
6 13 20 27
F
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
FEBRUARY
JANUARY 2013
MON
31
The need for 21st-century mindsets and protocols has sparked interest in design thinking. TUE
1
WED
2
THU
3
FRI
4
SAT
5
SUN
6
NOTES
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
HARNESSING
CREATIVITY and INNOVATION in the WORKPLACE
DECEMBER 2012
M T W T 3 10 17 24 31
4 11 18 25
5 12 19 26
6 13 20 27
F
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
FEBRUARY
JANUARY 2013
MON
7
TUE
8
WED
9
THU
10
FRI
11
SAT
12
In organizations, stimulants and obstacles to creativity drive or impede enterprise.
SUN
13
NOTES
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
DECEMBER 2012
M T W T 3 10 17 24 31
SPARKING
SOCIAL INNOVATIONS In a shrinking world, social innovation can do much to foster smart, sustainable globalization.
4 11 18 25
5 12 19 26
6 13 20 27
F
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
FEBRUARY
JANUARY 2013
MON
14
TUE
15
WED
16
THU
17
FRI
18
SAT
19
SUN
20
NOTES
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
BUILDING
COMMUNITIES of PRACTICE
DECEMBER 2012
M T W T 3 10 17 24 31
4 11 18 25
5 12 19 26
6 13 20 27
F
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
FEBRUARY
JANUARY 2013
MON
21
TUE
22
WED
23
THU
24
FRI
25
SAT
26
Communities of practice ensure more effective creation and sharing of knowledge in identified domains.
SUN
27
NOTES
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
DECEMBER 2012
M T W T 3 10 17 24 31
4 11 18 25
5 12 19 26
6 13 20 27
F
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
FEBRUARY
JANUARY 2013
MON
28
TUE
29
WED
30
THU
31
FRI
1
MANAGING
SAT
Virtual teams are a factor of competitive advantage but their configurations raise unique challenges for managers.
SUN
VIRTUAL TEAMS
2
3
NOTES
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
JANUARY
SURVEYING
COMMUNITIES of PRACTICE Healthy communities of practice leverage survey instruments.
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MARCH
FEBRUARY 2013
MON
4
TUE
5
WED
6
THU
7
FRI
8
SAT
9
SUN
10
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
JANUARY
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MARCH
FEBRUARY 2013
MON
11
TUE
12
WED
13
THU
14
FRI
15
SAT
WORKING in TEAMS
16
Cooperative work by a team can produce remarkable results. SUN
17
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
JANUARY
ASKING
EFFECTIVE QUESTIONS The art and science of questioning lies in knowing what question to ask when.
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MARCH
FEBRUARY 2013
MON
18
TUE
19
WED
20
THU
21
FRI
22
SAT
23
SUN
24
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
JANUARY
COACHING and MENTORING Coaching and mentoring are now essential elements of modern managerial practice.
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MARCH
FEBRUARY 2013
MON
25
TUE
26
WED
27
THU
28
FRI
1
SAT
2
SUN
3
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
FEBRUARY
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
MARCH 2013
MON
4
TUE
5
WED
6
THU
7
FRI
8
COLLABORATING with
WIKIS
Wikis harness the power of collaborative minds to innovate faster, cocreate, and cut costs.
SAT
9
SUN
10
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
FEBRUARY
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
MARCH 2013
MON
11
TUE
12
CONDUCTING
AFTER-ACTION REVIEWS and RETROSPECTS After-action reviews and retrospects gather teams to facilitate learning and support continuous improvement.
WED
13
THU
14
FRI
15
SAT
16
SUN
17
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
FEBRUARY
M T W T
CONDUCTING
EFFECTIVE MEETINGS Many meetings waste time and fail to meet goals because they are poorly planned and managed.
4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
MARCH 2013
MON
18
TUE
19
WED
20
THU
21
FRI
22
SAT
23
SUN
24
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
FEBRUARY
M T W T
CONDUCTING
EFFECTIVE PRESENTATIONS Simple planning and a little discipline can turn an ordinary presentation into a lively and engaging event.
4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
S 2 9 16 23
S 3 10 17 24
MARCH 2013
MON
25
TUE
26
WED
27
THU
28
FRI
29
SAT
30
SUN
31
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MARCH
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MAY
APRIL 2013
MON
1
TUE
2
CONDUCTING
EXIT INTERVIEWS Exit interviews explain why employees leave, what they liked in their job, and where the organization must improve.
WED
3
THU
4
FRI
5
SAT
6
SUN
7
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
MARCH
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MAY
APRIL 2013
MON
8
TUE
9
WED
10
THU
11
FRI
12
CONDUCTING
PEER ASSISTS Peer assists let individuals share experiences, insights, and knowledge to promote collective learning.
SAT
13
SUN
14
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
MARCH
M T W T
CONDUCTING
SUCCESSFUL RETREATS
4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MAY
APRIL 2013
MON
15
TUE
16
WED
17
THU
18 Retreats allow teams to step away from routines and focus on concentrated discussions and strategic thinking.
FRI
19
SAT
20
SUN
21
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
MARCH
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MAY
APRIL 2013
MON
22
TUE
23
WED
24
THU
25
DISSEMINATING
KNOWLEDGE PRODUCTS Dissemination is the interactive process of communicating knowledge to target audiences.
FRI
26
SAT
27
SUN
28
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
JUNE
MAY 2013
MON
29
MONTHLY PROGRESS NOTES
TUE
30
WED
1
THU
2
Feedback is the dynamic process of presenting and disseminating information to improve performance.
FRI
3
SAT
4
SUN
5
NOTES
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
JUNE
MAY 2013
MON
6
TUE
7
WED
8
THU
9
OUTPUT ACCOMPLISHMENT and the DESIGN and MONITORING FRAMEWORK Logic models structure projects to highlight linkages between inputs, activities, and results.
FRI
10
SAT
11
SUN
12
NOTES
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
JUNE
MAY 2013
MON
USING
13
PLAIN ENGLISH Using plain English saves time, makes writing easier, and improves understanding.
TUE
14
WED
15
THU
16
FRI
17
SAT
18
SUN
19
NOTES
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
M 1 8 15 22 29
WRITING WEBLOGS
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
JUNE
MAY 2013
MON
20
A weblog records dated commentaries, descriptions of events, or other materials such as graphics or videos. TUE
21
WED
22
THU
23
FRI
24
SAT
25
SUN
26
NOTES
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
APPRECIATIVE INQUIRY Appreciative inquiry facilitates positive change in organizations.
M 1 8 15 22 29
T 2 9 16 23 30
APRIL
W 3 10 17 24
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
JUNE
MAY 2013
MON
27
TUE
28
WED
29
THU
30
FRI
31
SAT
1
SUN
2
NOTES
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
THE
CRITICAL INCIDENT TECHNIQUE The Critical Incident technique offers a starting point and a process to identify and resolve workplace problems.
MAY
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
MON
3
TUE
4
WED
5
THU
6
FRI
7
SAT
8
SUN
9
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
MON
10
TUE
11
WED
12
THU
13
FRI
14
SAT
THE
FIVE WHYS TECHNIQUE The Five Whys is a question-asking technique that explores the cause-and-effect relationships underlying problems.
15
SUN
16
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
MON
17
TUE
18
WED
19
THU
20
FRI
21
THE
MOST SIGNIFICANT CHANGE TECHNIQUE The Most Significant Change technique helps monitor and evaluate the performance of projects and programs.
SAT
22
SUN
23
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
MON
24
TUE
25
WED
26
THU
27
FRI
28
SAT
THE
SCAMPER TECHNIQUE The SCAMPER technique uses a set of directed questions to resolve a problem (or meet an opportunity).
29
SUN
30
NOTES
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
JUNE
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
AUGUST
JULY 2013
MON
1
TUE
2
WED
WEARING
SIX THINKING HATS The Six Thinking Hats technique helps actualize the thinking potential of teams.
3
THU
4
FRI
5
SAT
6
SUN
7
NOTES
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
JUNE
DISTRIBUTING LEADERSHIP
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
AUGUST
JULY 2013
MON
8
Leadership is best considered as an outcome. It is defined by what one does, not who one is. TUE
9
WED
10
THU
11
FRI
12
SAT
13
SUN
14
NOTES
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
JUNE
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
AUGUST
JULY 2013
MON
15
TUE
16
WED
17
THU
18
FRI
19
SAT
20
EXERCISING
SERVANT LEADERSHIP Servant leaders choose to serve first, and then lead, to expand service to individuals and organizations.
SUN
21
NOTES
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
JUNE
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
AUGUST
JULY 2013
MON
22
TUE
23
WED
24
THU
25
FRI
26
LEADING in the WORKPLACE In 21st-century organizations, keeping the wheel of learning in motion is the primary task of a leader.
SAT
27
SUN
28
NOTES
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
JUNE
LEADING TOP TALENT in the WORKPLACE Organizations need distinctive ideas about where they can and should be going. For that, they need top talent.
M T W T
F
3 10 17 24
7 14 21 28
4 11 18 25
5 12 19 26
6 13 20 27
S 1 8 15 22 29
S 2 9 16 23 30
AUGUST
JULY 2013
MON
29
TUE
30
WED
31
THU
1
FRI
2
SAT
3
SUN
4
NOTES
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
SEPTEMBER
AUGUST 2013
MON
5
TUE
6
WED
7
THU
8
FRI
9
BUILDING
NETWORKS of PRACTICE
SAT
Organizational boundaries have been stretched, morphed, and redesigned to a degree unimaginable 10 years ago.
SUN
10
11
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
SEPTEMBER
AUGUST 2013
MON
12
TUE
13
WED
14
THU
15
FRI
16
CREATING and RUNNING
PARTNERSHIPS To create and run partnerships, one must understand the drivers of success and failure.
SAT
17
SUN
18
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
SEPTEMBER
AUGUST 2013
MON
19
TUE
20
WED
21
THU
22
FRI
23
LEARNING in
STRATEGIC ALLIANCES Above all, successful strategic alliances pay attention to learning priorities in alliance evolution.
SAT
24
SUN
25
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
MARKETING in the PUBLIC SECTOR
M 1 8 15 22 29
T 2 9 16 23 30
JULY
W 3 10 17 24 31
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
SEPTEMBER
AUGUST 2013
MON
26
Marketing in the public sector may be the final frontier. TUE
27
WED
28
THU
29
FRI
30
SAT
31
SUN
1
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
AUGUST
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
OCTOBER
SEPTEMBER 2013
MON
NEW-AGE BRANDING and the PUBLIC SECTOR The idea of organizational branding has developed and is making inroads into the public sector, too.
2
TUE
3
WED
4
THU
5
FRI
6
SAT
7
SUN
8
NOTES
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
AUGUST
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
OCTOBER
SEPTEMBER 2013
MON
9
TUE
10
WED
11
THU
12
FRI
13
SAT
SOCIAL MEDIA and the PUBLIC SECTOR The public sector can put social media to work to drive stakeholder involvement and satisfaction.
14
SUN
15
NOTES
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
AUGUST
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
OCTOBER
SEPTEMBER 2013
MON
16
TUE
17
WED
18
THU
19
FRI
20
ENRICHING
POLICY with RESEARCH Researchers and policy makers are not turning research findings into lasting change for the poor.
SAT
21
SUN
22
NOTES
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
AUGUST
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
OCTOBER
SEPTEMBER 2013
MON
23
TUE
24
WED
25
THU
26
FRI
27
LINKING
RESEARCH to PRACTICE To link research to practice, researchers must produce findings in a range of formats for varied audiences.
SAT
28
SUN
29
NOTES
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
SEPTEMBER
POSTING
RESEARCH ONLINE To maximize the impact of research, researchers must make it available and intelligible to those who need it.
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
NOVEMBER
OCTOBER 2013
MON
30
TUE
1
WED
2
THU
3
FRI
4
SAT
5
SUN
6
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
SEPTEMBER
PRIMER on
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
CORPORATE GOVERNANCE
MON
Never before has the glare of the spotlight focused so much on boards of directors.
8
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
NOVEMBER
OCTOBER 2013
7
TUE
WED
9
THU
10
FRI
11
SAT
12
SUN
13
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
SEPTEMBER
PRIMER on
CORPORATE VALUES Statements of corporate values suggest much work must be done before organizations draw real benefits from them.
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
NOVEMBER
OCTOBER 2013
MON
14
TUE
15
WED
16
THU
17
FRI
18
SAT
19
SUN
20
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
SEPTEMBER
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
NOVEMBER
OCTOBER 2013
MON
21
TUE
22
WED
23
THU
24
FRI
25
SAT
26
PRIMER on
ORGANIZATIONAL CULTURE
Organizational culture is best improved by organizational learning for change.
SUN
27
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
SEPTEMBER
PRIMER on
ORGANIZATIONAL LEARNING Organizations learn through individuals; yet, individual learning is conditioned by the learning system.
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
NOVEMBER
OCTOBER 2013
MON
28
TUE
29
WED
30
THU
31
FRI
1
SAT
2
SUN
3
NOTES
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
OCTOBER
PRIMER on
SOCIAL NEUROSCIENCE
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
DECEMBER
NOVEMBER 2013
MON
4
Social neuroscience is fostering more comprehensive theories of the mechanisms that underlie human behavior. TUE
5
WED
6
THU
7
FRI
8
SAT
9
SUN
10
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24 31
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
OCTOBER
M T 1 7 8 14 15 21 22 28 29
PRIMER on
TALENT MANAGEMENT To make talent happen, organizations must give it strategic and holistic attention.
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
DECEMBER
NOVEMBER 2013
MON
11
TUE
12
WED
13
THU
14
FRI
15
SAT
16
SUN
17
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24 31
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
OCTOBER
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
DECEMBER
NOVEMBER 2013
MON
18
TUE
19
WED
20
THU
21
FRI
22
BUILDING
TRUST in the WORKPLACE High-performance organizations earn, develop, and retain trust for superior results.
SAT
23
SUN
24
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24 31
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
OCTOBER
DELEGATING in the WORKPLACE
M T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T 3 10 17 24 31
F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
DECEMBER
NOVEMBER 2013
MON
25
TUE
26
WED
27
THU
28
FRI
29
SAT
30 The act of delegating calls for and rests on trust. SUN
1
NOTES
M T W T
F
2 9 16 23 30
6 13 20 27
3 10 17 24 31
4 11 18 25
5 12 19 26
S S 1 7 8 14 15 21 22 28 29
NOVEMBER
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
JANUARY 2014
DECEMBER 2013
MON
2
TUE
3
WED
4
THU
5
FRI
6
E-LEARNING and the WORKPLACE For e-learning to work, one must understand its organizational environment and evolve design principles.
SAT
7
SUN
8
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
NOVEMBER
M T W T
ENGAGING the STAFF inWORKPLACE Staff engagement denotes the extent to which organizations gain commitment from personnel.
4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
JANUARY 2014
DECEMBER 2013
MON
9
TUE
10
WED
11
THU
12
FRI
13
SAT
14
SUN
15
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
NOVEMBER
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
JANUARY 2014
DECEMBER 2013
MON
16
TUE
17
WED
18
THU
19
FRI
20
INFORMAL AUTHORITY in the WORKPLACE In the 21st century, the requirements of organizational speed demand investments in informal authority.
SAT
21
SUN
22
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
NOVEMBER
M T W T
THE TRAVAILS of
MICROMANAGEMENT
4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
JANUARY 2014
DECEMBER 2013
MON
23
TUE
24
WED
25
Micromanagement is mismanagement.
THU
26
FRI
27
SAT
28
SUN
29
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
UNDERSTANDING and DEVELOPING EMOTIONAL INTELLIGENCE
NOVEMBER
M T W T 4 11 18 25
5 12 19 26
6 13 20 27
7 14 21 28
F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
JANUARY 2014
DECEMBER 2013
MON
30
TUE
31
WED
Emotional intelligence is the ability to identify, assess, and manage emotions.
1
THU
2
FRI
3
SAT
4
SUN
5
NOTES
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
M
T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
M
T W T
M
T W T
F
S S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
S 1 3 4 5 6 7 8 10 11 12 13 14 15 17 18 19 20 21 22 24 25 26 27 28 29 31
S 2 9 16 23 30
M
T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
M
S 4 11 18 25
M
T W T F S 1 2 3 5 6 7 8 9 10 12 13 14 15 16 17 19 20 21 22 23 24 26 27 28 29 30 31
F
T F S S 3 4 5 6 10 11 12 13 17 18 19 20 24 25 26 27
T W T
F
S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
SEEDING KNOWLEDGE SOLUTIONS BEFORE, DURING, AND AFTER In the age of competence, one must learn before, during, and after the event. Knowledge solutions lie in the areas of strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage. These “cheat sheets� simplify access and reference to the entire Knowledge Solutions series as of January 2012.
S
STRATEGY DEVELOPMENT A strategy is a long-term plan of action designed to achieve a particular goal.
BEHAVIOR AND CHANGE >> How can a strategy focus on group relationships >> Culture Theory
M
T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T F S S 3 4 5 6 10 11 12 13 17 18 19 20 24 25 26 27 31
F 1 4 5 6 7 8 11 12 13 14 15 18 19 20 21 22 25 26 27 28 29
S 2 9 16 23 30
S 3 10 17 24 31
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
T F S S 4 5 6 7 11 12 13 14 18 19 20 21 25 26 27 28
M
S 4 11 18 25
S 5 12 19 26
M
T W T
F
S 1 3 4 5 6 7 8 10 11 12 13 14 15 17 18 19 20 21 22 24 25 26 27 28 29
S 2 9 16 23 30
M
T W T
T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
M 1 8 15 22 29
T F S S 4 5 6 7 11 12 13 14 18 19 20 21 25 26 27 28
T 2 9 16 23 30
W 3 10 17 24 31
F 3 10 17 24 31
with appreciation of their distinctive ideas, beliefs, values, and knowledge?
>> How can it utilize stories of significant change
>> The Most Significant Change
>> How might it shift the focus from changes
>> Outcome Mapping
>> Why should it embrace the complex political
>> Political Economy Analysis
>> How could you anchor it in understanding
>> The Sustainable Livelihoods
to monitor and evaluate performance?
in state to changes in behaviors, relationships, actions, and activities? nature of decision making to investigate how power and authority affect economic choices in a society? of livelihoods and appreciation of the factors that constrain or enhance these as well as their relationships?
Technique
for Development Effectiveness
Approach
EMERGENCE AND SCENARIO THINKING >> Is your strategy the outcome of a human-
centered, prototype-driven process for the exploration of new ideas?
>> Design Thinking
>> Does it maintain a balance between strategizing >> From Strategy to Practice
and learning modes of thinking?
>> How emergent is it? Does it consider
other scenarios?
>> Reading the Future
INSTITUTIONAL CAPACITY AND PARTICIPATION >> How does a strategy promote participation
at requisite levels?
>> Building Institutional
>> Auditing Knowledge
>> Does its practice integrate the need
>> Enhancing Knowledge
>> Is your approach to dissemination underpinned
by policy, strategy, planning, and tactics? How can your knowledge products be made available in a flexible range of formats in recognition of the varied needs of consumers?
>> How might you realize your organization's
true value?
Management Strategies
>> Linking Research to Practice
of the four Ps and other marketing techniques to transform communications with stakeholders and improve performance?
>> How might it draw on marketing principles
to effect changes in the behavior of individuals or groups?
>> How might it make out social networks
>> Social Network Analysis
and analyze the actors and the relationships between them?
>> A Primer on Intellectual Capital
BRANDING AND VALUE >> Why, in knowledge-based economies,
>> Managing Corporate
>> How might we embrace branding to drive
>> New-Age Branding
>> Do value cycles maximize the potential
>> Value Cycles
should high-performance organizations reconceptualize notions of corporate reputation?
of knowledge services and knowledge solutions through delivery platforms?
>> The Future of Social Marketing
>> Marketing in the Public Sector
>> Do you enable different perspectives
>> The Reframing Matrix
to be generated and applied in management processes?
>> How might one brainstorm to resolve a problem, >> The SCAMPER Technique
meet an opportunity, or turn a tired idea into something new and different?
>> By what effective questioning might you reap
>> Seeding Knowledge Solutions
>> Understanding Complexity
insights into strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage?
>> How might it integrate evaluation results
>> Learning Lessons
>> Why should management practices encompass
>> How could it distinguish roadblocks to make
>> Overcoming Roadblocks
LINEAR THINKING
>> How would you gauge perceptions
of competencies to learn for change?
for Development Outcomes
>> The Five Whys Technique
and-effect relationships underlying problems?
>> Building a Learning
them part of the solution instead of part of the problem?
and the Public Sector
>> How might we investigate deeply the cause-
>> How can a strategy support and energize
to support policy, strategy, and operational changes?
Reputation
COMPLEXITY AND LATERAL THINKING
ORGANIZATIONAL LEARNING organization, people, knowledge, and technology for learning?
Partnerships
Leadership is the process of working out the right things to do. Management is the process of doing things right.
organizational behavior and behavioral change?
MARKETING >> How does a strategy apply a custom blend
>> Creating and Running
and recognize their drivers of success and failure?
MANAGEMENT TECHNIQUES
>> Is your strategy for knowledge management
to systematically review, evaluate, prioritize, sequence, manage, redirect and, if necessary, even cancel strategic initiatives?
>> Does your strategy leverage partnerships
Capacity for Development
KNOWLEDGE ASSETS enriched by regular knowledge audits?
PARTNERSHIPS AND NETWORKS OF PRACTICE
Organization
with Knowledge Audits
to Learning
>> Seeking Feedback
on Learning for Change
sense and decision making in multiple contexts?
Before, During, and After
>> How can we manage for results with a coherent >> Crafting a Knowledge
framework for strategic planning, management, and communications?
Management Results Framework
>> How does one focus on time, cost, human
resources, scope, quality, and actions as common parameters of project performance?
>> Do you make use of logic models for objectives-
oriented planning that structures the main elements in a project, highlighting linkages between intended inputs, planned activities, and expected results?
>> What are some pernicious effects
of performance measurement and how might one improve the state of the art?
>> Focusing on Project Metrics
>> Output Accomplishment
and the Design and Monitoring Framework
>> The Perils of Performance
Measurement
>> In what ways do organizations benefit from staff >> Engaging Staff
engagement and how might that be driven?
to change and secure as much discretionary effort as possible?
>> If transformation change rarely succeeds,
what rationale is there for bottom-up approaches?
in the Workplace
>> Fast and Effective Change
Management
>> Forestalling Change Fatigue
>> What is moral courage and why is it so often
>> Moral Courage in Organizations
>> How do we get the right knowledge to the right
>> Notions of Knowledge
constrained in organizations?
people at the right time, and help them (with incentives) to apply it in ways that strive to improve organizational performance?
>> How might you prioritize investments
in knowledge management?
>> Picking Investments
in Knowledge Management Governance
>> A Primer on Organizational
>> How do organizations learn?
>> A Primer on Organizational
Culture
Learning
>> How do new knowledge management paradigms >> The Roots of an Emerging
compare with the old, and what new structures and managerial attitudes do they require?
>> Should one spend more time, integrity,
>> Growing Managers, Not Bosses
>> Is your organization attractive to people
>> Leading Top Talent
>> Why should you empower knowledge workers
>> Managing Knowledge Workers
>> How does one manage by walking around
>> Managing by Walking Around
>> How can one give talent strategic and holistic
>> A Primer on Talent Management
>> Do you have the ability, capacity, skill,
>> Understanding and Developing
and brainpower on selecting managers than on anything else? who already know how valuable they are?
to emphasize the importance of interpersonal contact, open appreciation, and recognition and build civility and performance in the workplace? attention to make it happen?
or self-perceived ability to identify, assess, and manage the emotions of yourself, of others, and of groups?
in the Workplace
Emotional Intelligence
COLLABORATION MECHANISMS
>> What are the components of organizational
culture and what is the role of organizational learning for change?
>> Conducting Effective Meetings
and after, with appreciation of their different kinds, to make them productive and fun?
Management
>> Why do organizations need direction and control >> A Primer on Corporate
and based on what principles and practices might boards of directors better provide that?
>> Do you manage meetings before, during,
to make the most of their deepest skills and perform best?
ORGANIZATIONAL CHANGE >> How do organizations overcome resistance
TALENT MANAGEMENT
Discipline
>> Why should we drive management innovation?
>> Sparking Innovations
>> Why is micromanagement mismanagement?
>> The Travails
in Management
of Micromanagement
When working with others, efforts sometimes turn out to be less than the sum of the parts. Too often, not enough attention is paid to facilitating effective collaborative practices.
COLLABORATIVE TOOLS >> How do you harness the power of collaborative
>> Collaborating with Wikis
>> How does one represent, link, and arrange
>> Drawing Mind Maps
>> How can we actualize the thinking potential
>> Wearing Six Thinking Hats
minds to innovate faster, cocreate, and cut costs? concepts, themes, or tasks under a central topic? of teams?
COMMUNITIES OF PRACTICE AND LEARNING ALLIANCES >> How do you build a community of like-minded,
>> Building Communities
>> Through what collaboration mechanisms
>> Enriching Knowledge
interacting people to ensure more effective creation and sharing of knowledge in a domain? can one decentralize the span of knowledge coordination?
of Practice
Management Coordination
>> How can communities of practice report better? >> Improving Sector
and Thematic Reporting
>> Why should strategic alliances manage
>> Learning in Strategic Alliances
>> How does social neuroscience foster more
>> A Primer on Social
>> How might one design and analyze a survey
>> Surveying Communities
the partnership, not just the agreement, for collaborative advantage? comprehensive theories of the mechanisms that underlie human behavior? of communities of practice?
Neuroscience
of Practice
>> How can we organize and coordinate with effect >> Managing Virtual Teams
a group whose members are not in the same location or time zone, and may not even work for the same organization?
>> What role can corporate values play in guiding
>> A Primer on Corporate Values
>> How does one develop a successful team?
>> Working in Teams
behavior and decision making?
KNOWLEDGE SHARING AND LEARNING Two-way communications that take place simply and effectively build knowledge.
LEADERSHIP >> How should we earn, develop, and retain trust
>> Building Trust in the Workplace
>> How can one distribute leadership if it is
>> Distributing Leadership
>> What are the forms and functions of networks
>> Building Networks of Practice
>> Why would you support people who choose
>> Exercising Servant Leadership
>> How do you harness, individually or in
>> Dimensions of the Learning
>> What is the new context for leadership
>> Leading in the Workplace
>> How can an organization demonstrate
>> Drawing Learning Charters
>> By what process can one unearth what works
>> Appreciative Inquiry
>> What are the stimulants and obstacles
>> Harnessing Creativity
>> How can you generate good ideas that meet
>> Sparking Social Innovations
>> How might event planners shine a light
>> Learning in Conferences
>> How can the public sector use Web 2.0
>> Social Media
for superior results?
an outcome, not an input to business processes and performance? to serve first, and then lead, as a way of expanding service to individuals and organizations? in the public sector?
SOCIAL INNOVATIONS to facilitate positive change in organizations?
pressing unmet needs and improve people's lives to foster smart, sustainable globalization?
regularly and collectively on complicated problems, take action, and learn as individuals and as a team while doing so?
>> Action Learning
>> Bridging Organizational Silos
>> What are the roots of organizational conflict
>> Conflict in Organizations
>> Why, in organizations, is it better to understand
>> Delegating in the Workplace
and how might complexity thinking help capitalize on its functions and dysfunctions? delegation as a web of tacit governance arrangements?
>> How can reciprocity intensify mutual influence
in organizations?
association, useful models of learning and change to reflect on the dimensions of a learning organization? commitment to learning, against which provision and practice can be tested and serve as a waymark with which to guide, monitor, and evaluate progress? to creativity and innovation that drive or impede enterprise in organizations?
applications to forge, build, and deepen relationships?
Organization
and Innovation in the Workplace
and the Public Sector
LEARNING AND DEVELOPMENT
>> How might one bridge silos to promote effective
cross-functional teams?
of practice and how do you monitor and evaluate performance?
on learning outcomes?
TEAMWORK >> How do you enable small groups to work
CREATIVITY, INNOVATION, AND LEARNING
>> Informal Authority
in the Workplace
>> Can better understanding of organizational
>> E-Learning and the Workplace
>> How can we coach and mentor to inspire
>> Coaching and Mentoring
>> What are the five functions of managers
>> Learning and Development
environments and design principles improve e-learning interventions? and empower employees, build commitment, increase productivity, grow talent, and promote success? toward which learning and development can be extended to improve their insights, attitudes, and skills?
for Management
LEARNING LESSONS
KNOWLEDGE CAPTURE AND STORAGE
>> How do you know what question to ask when?
>> Asking Effective Questions
>> When a critical milestone has been reached,
>> Conducting After-Action
why should we discuss successes and failures in an open and honest fashion?
Reviews and Retrospects
>> How does one step back from day-to-day
>> Conducting Successful
>> How can individuals come together to share
>> Conducting Peer Assists
activities to think about the future?
their experiences, insights, and knowledge on an identified challenge or problem?
Retreats
>> Embracing Failure
>> How can one suggest that a process
>> Identifying and Sharing
Good Practices
>> How might evaluation serve as a foundation
>> Learning from Evaluation
>> How might one surface the thinking,
>> Learning Histories
block in learning organizations?
experiments, and arguments of actors who engaged in organizational change?
>> What is the potential of stories or narratives
as a communication tool to value, share, and capitalize on the knowledge of individuals?
>> Storytelling
>> Conducting Effective
>> By what interactive process does one
>> Disseminating Knowledge
Presentations Products
>> How can we enrich the definition, design,
>> Enriching Policy with Research
>> How do you employ the internet to disseminate
>> Posting Research Online
and implementation of policy research? research findings?
>> How do we save time in writing, make writing
far easier, and improve understanding?
leave, what they liked about their job, and where the organization needs improvement?
>> How can the study of critical incidents
>> The Critical Incident Technique
>> By what process can one analyze and evaluate
>> Critical Thinking
>> What, in simple terms, are the most common
>> Glossary of Knowledge
>> How do you draw out and package tacit
>> Harvesting Knowledge
>> Why might groups and organizations benefit
>> On Second Thought
>> Why should one cut information overload
>> Showcasing Knowledge
>> How do we build dynamic, adaptive electronic
>> Staff Profile Pages
>> How might taxonomy work become strategic
>> Taxonomies for Development
thinking to improve it?
concepts in knowledge management?
knowledge to help others adapt, personalize, and apply it; build organizational capacity; and preserve institutional memory?
and showcase knowledge?
directories that store information about the knowledge, skills, experience, and interests of people?
>> How can an ordinary presentation become
communicate knowledge to target audiences to lead to change?
>> How do you garner feedback on why employees >> Conducting Exit Interviews
from social reminiscing?
DISSEMINATION a lively and engaging event?
KNOWLEDGE HARVESTING
help solve practical problems?
>> Is failure a way to an opportunity?
or methodology that has been shown to be effective in one part of an organization and might be effective in another, too?
Knowledge leaks in various ways at various times.
>> Using Plain English
work?
Management
REPORTING >> How can one garner feedback from executing
>> Assessing the Effectiveness
>> By what simple feedback mechanisms
>> Monthly Progress Notes
agencies on the effectiveness of assistance in capacity development? might you promote learning before, during, and after to document accomplishments as well as bottlenecks?
of Assistance in Capacity Development
TECHNOLOGY PLATFORMS >> How can groups discuss electronically
areas of interest and review different opinions and information surrounding a topic?
>> Writing Weblogs
knowledge@ADB is a monthly e-newsletter that features knowledge and research publications, information and instructive materials, blogs, video and multimedia, presentations, and forthcoming products of ADB. http://community.icontact.com/p/knowledgemanagementcenter/ newsletters/knowledge-at-adb-archives
i.prompt.u is a monthly e-newsletter that aggregates knowledge products, events, and news of ADB-hosted communities of practice.
ELECTRONIC SUBSCRIPTIONS
Intersections is a quarterly e-newsletter that features and promotes innovative sector, thematic, and other practices in ADB’s operations. http://community.icontact.com/p/knowledgemanagementcenter/ newsletters/intersections-archives
ABOUT the KNOWLEDGE
MANAGEMENT CENTER
The Knowledge Management Center facilitates knowledge management activities in ADB. It plays a critical role in introducing new knowledge management approaches, monitoring the progress of knowledge management, and reporting to ADB Management.
ABOUT the ASIAN
DEVELOPMENT BANK
ADB’s vision is an Asia and Pacific region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their people. Despite the region’s many successes, it remains home to two-thirds of the world’s poor: 1.8 billion people who live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclusive economic growth, environmentally sustainable growth, and regional integration. Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.
Knowledge Management Center Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Philippines Tel +63 2 632 6710 Fax +63 2 632 5264 knowledge@adb.org www.adb.org/knowledge-management/ Publication Stock No. ARM114184 February 2012
Printed in the Philippines