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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

Handle with Knowledge: 2013 Planner  

A competency approach befits knowledge management and learning. Knowledge Solutions are handy, quick reference guides to tools, methods, and...

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