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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 ones 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

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DECEMBER 2012
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JANUARY 2013

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F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28

FEBRUARY

S 2 9 16 23

S 3 10 17 24

DESIGN THINKING
The need for 21st-century mindsets and protocols has sparked interest in design thinking.

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31

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WED

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NOTES

SUN

CREATIVITY and INNOVATION in the WORKPLACE

HARNESSING

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DECEMBER 2012
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S 2 9 16 23 30

JANUARY 2013

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

FEBRUARY

S 2 9 16 23

S 3 10 17 24

MON

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WED

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10

FRI

11

SAT

12

NOTES

In organizations, stimulants and obstacles to creativity drive or impede enterprise.

SUN

13

M T W T 3 10 17 24 31 4 11 18 25 5 12 19 26

DECEMBER 2012
F 6 13 20 27 7 14 21 28 S 1 8 15 22 29

SPARKING

S 2 9 16 23 30

JANUARY 2013

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

FEBRUARY

S 2 9 16 23

S 3 10 17 24

SOCIAL INNOVATIONS
In a shrinking world, social innovation can do much to foster smart, sustainable globalization.

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14

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WED

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FRI

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NOTES

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COMMUNITIES of PRACTICE

BUILDING

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DECEMBER 2012
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S 2 9 16 23 30

JANUARY 2013

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F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28

FEBRUARY

S 2 9 16 23

S 3 10 17 24

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NOTES

Communities of practice ensure more effective creation and sharing of knowledge in identified domains.

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27

M T W T 3 10 17 24 31 4 11 18 25 5 12 19 26

DECEMBER 2012
F 6 13 20 27 7 14 21 28 S 1 8 15 22 29

S 2 9 16 23 30

JANUARY 2013

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

FEBRUARY

S 2 9 16 23

S 3 10 17 24

MON

28

TUE

29

WED

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THU

31

FRI

VIRTUAL TEAMS
Virtual teams are a factor of competitive advantage but their configurations raise unique challenges for managers.

MANAGING

SAT

NOTES

SUN

COMMUNITIES of PRACTICE
Healthy communities of practice leverage survey instruments.

SURVEYING

M T 1 7 8 14 15 21 22 28 29

JANUARY
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S 6 13 20 27

FEBRUARY 2013

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

MARCH
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24 31

MON

TUE

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THU

FRI

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NOTES

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10

M T 1 7 8 14 15 21 22 28 29

JANUARY
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

FEBRUARY 2013

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MARCH
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24 31

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TUE

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WED

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THU

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SAT

Cooperative work by a team can produce remarkable results.


SUN

WORKING in TEAMS

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NOTES

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EFFECTIVE QUESTIONS
The art and science of questioning lies in knowing what question to ask when.

ASKING

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JANUARY
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FEBRUARY 2013

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MARCH
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NOTES

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COACHING and MENTORING


Coaching and mentoring are now essential elements of modern managerial practice.

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JANUARY
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S 5 12 19 26

S 6 13 20 27

FEBRUARY 2013

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MARCH
7 14 21 28 F 1 8 15 22 29

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S 3 10 17 24 31

MON

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TUE

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WED

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FRI

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NOTES

SUN

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F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28

FEBRUARY

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S 3 10 17 24

MARCH 2013

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T 2 9 16 23 30

W 3 10 17 24

APRIL
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COLLABORATING with

WIKIS

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NOTES

Wikis harness the power of collaborative minds to innovate faster, cocreate, and cut costs.

SUN

10

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

FEBRUARY

S 2 9 16 23

S 3 10 17 24

MARCH 2013

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W 3 10 17 24

APRIL
T 4 11 18 25

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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

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NOTES

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17

M T W T

EFFECTIVE MEETINGS
Many meetings waste time and fail to meet goals because they are poorly planned and managed.

CONDUCTING

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FEBRUARY

S 2 9 16 23

S 3 10 17 24

MARCH 2013

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W 3 10 17 24

APRIL
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NOTES

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EFFECTIVE PRESENTATIONS
Simple planning and a little discipline can turn an ordinary presentation into a lively and engaging event.

CONDUCTING

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FEBRUARY

S 2 9 16 23

S 3 10 17 24

MARCH 2013

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24

APRIL
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NOTES

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MARCH
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S 2 9 16 23 30

S 3 10 17 24 31

APRIL 2013

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MAY
T 2 9 16 23 30

F 3 10 17 24 31

S 4 11 18 25

S 5 12 19 26

MON

TUE

CONDUCTING

EXIT INTERVIEWS
Exit interviews explain why employees leave, what they liked in their job, and where the organization must improve.

WED

THU

FRI

SAT

NOTES

SUN

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

MARCH
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24 31

APRIL 2013

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

MAY
T 2 9 16 23 30

F 3 10 17 24 31

S 4 11 18 25

S 5 12 19 26

MON

TUE

WED

10

THU

11

FRI

12

PEER ASSISTS
Peer assists let individuals share experiences, insights, and knowledge to promote collective learning.

CONDUCTING

SAT

13

NOTES

SUN

14

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

MARCH
7 14 21 28 F 1 8 15 22 29

SUCCESSFUL RETREATS

CONDUCTING

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S 3 10 17 24 31

APRIL 2013

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MAY
T 2 9 16 23 30

F 3 10 17 24 31

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MON

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TUE

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WED

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THU

18
Retreats allow teams to step away from routines and focus on concentrated discussions and strategic thinking.

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SAT

20

NOTES

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21

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MARCH
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S 2 9 16 23 30

S 3 10 17 24 31

APRIL 2013

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MAY
T 2 9 16 23 30

F 3 10 17 24 31

S 4 11 18 25

S 5 12 19 26

MON

22

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WED

24

THU

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DISSEMINATING

KNOWLEDGE PRODUCTS
Dissemination is the interactive process of communicating knowledge to target audiences.

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SAT

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NOTES

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28

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24

APRIL
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

MAY 2013

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JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

MON

29

MONTHLY PROGRESS NOTES

TUE

30

WED

THU

Feedback is the dynamic process of presenting and disseminating information to improve performance.

FRI

SAT

NOTES

SUN

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24

APRIL
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

MAY 2013

M T W T 3 10 17 24 4 11 18 25 5 12 19 26

JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

MON

TUE

WED

THU

OUTPUT ACCOMPLISHMENT and the DESIGN and MONITORING FRAMEWORK


Logic models structure projects to highlight linkages between inputs, activities, and results.

FRI

10

SAT

11

NOTES

SUN

12

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24

APRIL
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

MAY 2013

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JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

MON

PLAIN ENGLISH
Using plain English saves time, makes writing easier, and improves understanding.
TUE

USING

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15

THU

16

FRI

17

SAT

18

NOTES

SUN

19

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24

APRIL
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

MAY 2013

M T W T 3 10 17 24 4 11 18 25 5 12 19 26

JUNE
6 13 20 27

7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

WRITING WEBLOGS
A weblog records dated commentaries, descriptions of events, or other materials such as graphics or videos.

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20

TUE

21

WED

22

THU

23

FRI

24

SAT

25

NOTES

SUN

26

APPRECIATIVE INQUIRY
Appreciative inquiry facilitates positive change in organizations.

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W 3 10 17 24

APRIL
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S 7 14 21 28

MAY 2013

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JUNE
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WED

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SAT

NOTES

SUN

THE

CRITICAL INCIDENT TECHNIQUE


The Critical Incident technique offers a starting point and a process to identify and resolve workplace problems.

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MAY
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F 3 10 17 24 31

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S 5 12 19 26

JUNE 2013

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

JULY
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S 7 14 21 28

MON

TUE

WED

THU

FRI

SAT

NOTES

SUN

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

MAY
T 2 9 16 23 30

F 3 10 17 24 31

S 4 11 18 25

S 5 12 19 26

JUNE 2013

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

JULY
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S 6 13 20 27

S 7 14 21 28

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.

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NOTES

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16

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

MAY
T 2 9 16 23 30

F 3 10 17 24 31

S 4 11 18 25

S 5 12 19 26

JUNE 2013

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

JULY
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

MON

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TUE

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WED

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THU

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FRI

21

MOST SIGNIFICANT CHANGE TECHNIQUE


The Most Significant Change technique helps monitor and evaluate the performance of projects and programs.

THE

SAT

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NOTES

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23

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MAY
T 2 9 16 23 30

F 3 10 17 24 31

S 4 11 18 25

S 5 12 19 26

JUNE 2013

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

JULY
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F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

MON

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WED

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THU

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FRI

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SAT

SCAMPER TECHNIQUE
The SCAMPER technique uses a set of directed questions to resolve a problem (or meet an opportunity).

THE

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NOTES

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30

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JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

JULY 2013

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AUGUST
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S 3 10 17 24 31

S 4 11 18 25

MON

TUE

WED

SIX THINKING HATS


The Six Thinking Hats technique helps actualize the thinking potential of teams.

WEARING

THU

FRI

SAT

NOTES

SUN

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JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

JULY 2013

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AUGUST
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S 4 11 18 25

DISTRIBUTING LEADERSHIP
Leadership is best considered as an outcome. It is defined by what one does, not who one is.

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WED

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13

NOTES

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14

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JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

JULY 2013

M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29

AUGUST
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S 3 10 17 24 31

S 4 11 18 25

MON

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EXERCISING

SERVANT LEADERSHIP
Servant leaders choose to serve first, and then lead, to expand service to individuals and organizations.

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21

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JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

JULY 2013

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AUGUST
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S 4 11 18 25

MON

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WED

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LEADING in the WORKPLACE


In 21st-century organizations, keeping the wheel of learning in motion is the primary task of a leader.

SAT

27

NOTES

SUN

28

LEADING TOP TALENT in the WORKPLACE


Organizations need distinctive ideas about where they can and should be going. For that, they need top talent.

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JUNE
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7 14 21 28

S 1 8 15 22 29

S 2 9 16 23 30

JULY 2013

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AUGUST
F 2 9 16 23 30

S 3 10 17 24 31

S 4 11 18 25

MON

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TUE

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WED

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THU

FRI

SAT

NOTES

SUN

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

JULY
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

AUGUST 2013

M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25

SEPTEMBER
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S S 1 7 8 14 15 21 22 28 29

MON

TUE

WED

THU

FRI

BUILDING

NETWORKS of PRACTICE
Organizational boundaries have been stretched, morphed, and redesigned to a degree unimaginable 10 years ago.

SAT

10

NOTES

SUN

11

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

JULY
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

AUGUST 2013

M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25

SEPTEMBER
F 5 12 19 26 6 13 20 27

S S 1 7 8 14 15 21 22 28 29

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

NOTES

SUN

18

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

JULY
T 4 11 18 25

F 5 12 19 26

S 6 13 20 27

S 7 14 21 28

AUGUST 2013

M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25

SEPTEMBER
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S S 1 7 8 14 15 21 22 28 29

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

NOTES

SUN

25

MARKETING in the PUBLIC SECTOR


Marketing in the public sector may be the final frontier.

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T 2 9 16 23 30

W 3 10 17 24 31

JULY
T 4 11 18 25

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S 6 13 20 27

S 7 14 21 28

AUGUST 2013

M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25

SEPTEMBER
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S S 1 7 8 14 15 21 22 28 29

MON

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WED

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THU

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30

SAT

31

NOTES

SUN

M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29

AUGUST
F 2 9 16 23 30

S 3 10 17 24 31

S 4 11 18 25

SEPTEMBER 2013

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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

MON

NEW-AGE BRANDING and the PUBLIC SECTOR


The idea of organizational branding has developed and is making inroads into the public sector, too.

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WED

THU

FRI

SAT

NOTES

SUN

M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29

AUGUST
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S 3 10 17 24 31

S 4 11 18 25

SEPTEMBER 2013

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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S 6 13 20 27

MON

TUE

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SAT

SOCIAL MEDIA and the PUBLIC SECTOR


The public sector can put social media to work to drive stakeholder involvement and satisfaction.

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NOTES

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15

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AUGUST
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S 3 10 17 24 31

S 4 11 18 25

SEPTEMBER 2013

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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S 5 12 19 26

S 6 13 20 27

MON

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WED

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THU

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FRI

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ENRICHING

SAT

POLICY with RESEARCH


Researchers and policy makers are not turning research findings into lasting change for the poor.

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NOTES

SUN

22

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AUGUST
F 2 9 16 23 30

S 3 10 17 24 31

S 4 11 18 25

SEPTEMBER 2013

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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

MON

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WED

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LINKING

SAT

RESEARCH to PRACTICE
To link research to practice, researchers must produce findings in a range of formats for varied audiences.

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NOTES

SUN

29

M T W T

SEPTEMBER
F 4 11 18 25 5 12 19 26 6 13 20 27

RESEARCH ONLINE
To maximize the impact of research, researchers must make it available and intelligible to those who need it.

POSTING

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3 10 17 24

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OCTOBER 2013

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24

MON

30

TUE

WED

THU

FRI

SAT

NOTES

SUN

M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25

SEPTEMBER
F 5 12 19 26 6 13 20 27

S S 1 7 8 14 15 21 22 28 29

OCTOBER 2013

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
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S 2 9 16 23 30

S 3 10 17 24

PRIMER on

CORPORATE GOVERNANCE
Never before has the glare of the spotlight focused so much on boards of directors.

MON

TUE

WED

THU

10

FRI

11

SAT

12

NOTES

SUN

13

PRIMER on

M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25

SEPTEMBER
F 5 12 19 26 6 13 20 27

CORPORATE VALUES
Statements of corporate values suggest much work must be done before organizations draw real benefits from them.

S S 1 7 8 14 15 21 22 28 29

OCTOBER 2013

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24

MON

14

TUE

15

WED

16

THU

17

FRI

18

SAT

19

NOTES

SUN

20

M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25

SEPTEMBER
F 5 12 19 26 6 13 20 27

S S 1 7 8 14 15 21 22 28 29

OCTOBER 2013

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24

MON

21

TUE

22

WED

23

THU

24

FRI

25

SAT

PRIMER on

26

NOTES

ORGANIZATIONAL CULTURE

SUN

Organizational culture is best improved by organizational learning for change.

27

M T W T

SEPTEMBER
F 4 11 18 25 5 12 19 26 6 13 20 27

PRIMER on

ORGANIZATIONAL LEARNING
Organizations learn through individuals; yet, individual learning is conditioned by the learning system.

2 9 16 23 30

3 10 17 24

S S 1 7 8 14 15 21 22 28 29

OCTOBER 2013

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24

MON

28

TUE

29

WED

30

THU

31

FRI

SAT

NOTES

SUN

PRIMER on

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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

NOVEMBER 2013

M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25

DECEMBER
F 5 12 19 26 6 13 20 27

S S 1 7 8 14 15 21 22 28 29

SOCIAL NEUROSCIENCE
Social neuroscience is fostering more comprehensive theories of the mechanisms that underlie human behavior.

MON

TUE

WED

THU

FRI

SAT

NOTES

SUN

10

PRIMER on

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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

NOVEMBER 2013

M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25

DECEMBER
F 5 12 19 26 6 13 20 27

S S 1 7 8 14 15 21 22 28 29

TALENT MANAGEMENT
To make talent happen, organizations must give it strategic and holistic attention.

MON

11

TUE

12

WED

13

THU

14

FRI

15

SAT

16

NOTES

SUN

17

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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

NOVEMBER 2013

M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25

DECEMBER
F 5 12 19 26 6 13 20 27

S S 1 7 8 14 15 21 22 28 29

MON

18

TUE

19

WED

20

THU

21

FRI

22

TRUST in the WORKPLACE


High-performance organizations earn, develop, and retain trust for superior results.

BUILDING

SAT

23

NOTES

SUN

24

DELEGATING in the WORKPLACE

M T 1 7 8 14 15 21 22 28 29

OCTOBER
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

NOVEMBER 2013

M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25

DECEMBER
F 5 12 19 26 6 13 20 27

S S 1 7 8 14 15 21 22 28 29

MON

25

TUE

26

WED

27

THU

28

FRI

29

SAT

30
The act of delegating calls for and rests on trust.
SUN

NOTES

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24

DECEMBER 2013

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25

S 5 12 19 26

MON

TUE

WED

THU

FRI

E-LEARNING and the WORKPLACE


For e-learning to work, one must understand its organizational environment and evolve design principles.

SAT

NOTES

SUN

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

ENGAGING STAFF in the WORKPLACE


Staff engagement denotes the extent to which organizations gain commitment from personnel.

S 2 9 16 23 30

S 3 10 17 24

DECEMBER 2013

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25

S 5 12 19 26

MON

TUE

10

WED

11

THU

12

FRI

13

SAT

14

NOTES

SUN

15

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24

DECEMBER 2013

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25

S 5 12 19 26

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

NOTES

SUN

22

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

THE TRAVAILS of

MICROMANAGEMENT

S 2 9 16 23 30

S 3 10 17 24

DECEMBER 2013

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25

S 5 12 19 26

MON

23

TUE

24

WED

25

Micromanagement is mismanagement.

THU

26

FRI

27

SAT

28

NOTES

SUN

29

UNDERSTANDING and DEVELOPING EMOTIONAL INTELLIGENCE

M T W T 4 11 18 25 5 12 19 26 6 13 20 27

NOVEMBER
7 14 21 28 F 1 8 15 22 29

S 2 9 16 23 30

S 3 10 17 24

DECEMBER 2013

M T W 1 6 7 8 13 14 15 20 21 22 27 28 29

JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25

S 5 12 19 26

MON

30

TUE

31

WED

Emotional intelligence is the ability to identify, assess, and manage emotions.

THU

FRI

SAT

NOTES

SUN

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

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

T W T

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

T W T

S 2 9 16 23 30

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

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.

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

S 4 11 18 25

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

T W T

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

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

T W T

S 2 9 16 23 30

S 3 10 17 24 31

with appreciation of their distinctive ideas, beliefs, values, and knowledge? to monitor and evaluate performance?

> How can it utilize stories of significant change > How might it shift the focus from changes

> The Most Significant Change

Technique

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?

> Outcome Mapping

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

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

> Why should it embrace the complex political

> Political Economy Analysis

for Development Effectiveness

> How could you anchor it in understanding

> The Sustainable Livelihoods

Approach

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

T W T

S 2 9 16 23 30

M 1 8 15 22 29

T 2 9 16 23 30

W 3 10 17 24 31

T F S S 4 5 6 7 11 12 13 14 18 19 20 21 25 26 27 28

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? other scenarios?

PARTNERSHIPS AND NETWORKS OF PRACTICE


> Does your strategy leverage partnerships

> How emergent is it? Does it consider

> Reading the Future

and recognize their drivers of success and failure?

> Creating and Running

Partnerships

> How might it make out social networks

INSTITUTIONAL CAPACITY AND PARTICIPATION


> How does a strategy promote participation

at requisite levels?

> Building Institutional

and analyze the actors and the relationships between them?

> Social Network Analysis

Capacity for Development

KNOWLEDGE ASSETS
> Is your strategy for knowledge management

MANAGEMENT TECHNIQUES
> Auditing Knowledge > Enhancing Knowledge

enriched by regular knowledge audits?

Leadership is the process of working out the right things to do. Management is the process of doing things right.

> Does its practice integrate the need

to systematically review, evaluate, prioritize, sequence, manage, redirect and, if necessary, even cancel strategic initiatives? 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? true value?

Management Strategies

BRANDING AND VALUE


> Why, in knowledge-based economies,

> Is your approach to dissemination underpinned

> Linking Research to Practice

should high-performance organizations reconceptualize notions of corporate reputation? organizational behavior and behavioral change? of knowledge services and knowledge solutions through delivery platforms?

> Managing Corporate

Reputation

> How might we embrace branding to drive > Do value cycles maximize the potential > A Primer on Intellectual Capital

> New-Age Branding > Value Cycles

and the Public Sector for Development Outcomes

> How might you realize your organization's

MARKETING
> How does a strategy apply a custom blend

COMPLEXITY AND LATERAL THINKING


> The Future of Social Marketing > How might we investigate deeply the cause> Do you enable different perspectives > Marketing in the Public Sector

of the four Ps and other marketing techniques to transform communications with stakeholders and improve performance? to effect changes in the behavior of individuals or groups?

and-effect relationships underlying problems? to be generated and applied in management processes? meet an opportunity, or turn a tired idea into something new and different?

> The Five Whys Technique > The Reframing Matrix

> How might it draw on marketing principles

> How might one brainstorm to resolve a problem, > The SCAMPER Technique

ORGANIZATIONAL LEARNING
> How can a strategy support and energize

> By what effective questioning might you reap > Building a Learning

organization, people, knowledge, and technology for learning? to support policy, strategy, and operational changes? them part of the solution instead of part of the problem? of competencies to learn for change?

Organization

insights into strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage? sense and decision making in multiple contexts?

> Seeding Knowledge Solutions

Before, During, and After

> How might it integrate evaluation results

> Learning Lessons

with Knowledge Audits

> Why should management practices encompass

> Understanding Complexity

> How could it distinguish roadblocks to make

> Overcoming Roadblocks

to Learning

LINEAR THINKING
> How can we manage for results with a coherent > Crafting a Knowledge

> How would you gauge perceptions

> Seeking Feedback

on Learning for Change

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? oriented planning that structures the main elements in a project, highlighting linkages between intended inputs, planned activities, and expected results?

> Focusing on Project Metrics

TALENT MANAGEMENT
> Do you manage meetings before, during,

> Do you make use of logic models for objectives-

> Output Accomplishment

and the Design and Monitoring Framework

and after, with appreciation of their different kinds, to make them productive and fun? and brainpower on selecting managers than on anything else? who already know how valuable they are? to make the most of their deepest skills and perform best?

> Conducting Effective Meetings

> Should one spend more time, integrity,

> Growing Managers, Not Bosses

> What are some pernicious effects

of performance measurement and how might one improve the state of the art?

> The Perils of Performance

> Is your organization attractive to people

> Leading Top Talent

Measurement

in the Workplace

> Why should you empower knowledge workers

> Managing Knowledge Workers

ORGANIZATIONAL CHANGE
> In what ways do organizations benefit from staff > Engaging Staff

> How does one manage by walking around

engagement and how might that be driven?

in the Workplace Management

> How do organizations overcome resistance

to change and secure as much discretionary effort as possible? what rationale is there for bottom-up approaches? constrained in organizations?

> Fast and Effective Change

to emphasize the importance of interpersonal contact, open appreciation, and recognition and build civility and performance in the workplace? attention to make it happen?

> Managing by Walking Around

> How can one give talent strategic and holistic > Do you have the ability, capacity, skill,

> A Primer on Talent Management > Understanding and Developing

> If transformation change rarely succeeds,

> Forestalling Change Fatigue

> What is moral courage and why is it so often > How do we get the right knowledge to the right

> Moral Courage in Organizations > Notions of Knowledge

or self-perceived ability to identify, assess, and manage the emotions of yourself, of others, and of groups?

Emotional Intelligence

people at the right time, and help them (with incentives) to apply it in ways that strive to improve organizational performance? in knowledge management?

Management

COLLABORATION MECHANISMS
> Picking Investments

> How might you prioritize investments

in Knowledge Management Governance

> Why do organizations need direction and control > A Primer on Corporate

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.

and based on what principles and practices might boards of directors better provide that? culture and what is the role of organizational learning for change?

COLLABORATIVE TOOLS
> How do you harness the power of collaborative > How does one represent, link, and arrange

> What are the components of organizational

> A Primer on Organizational

Culture

minds to innovate faster, cocreate, and cut costs? concepts, themes, or tasks under a central topic? of teams?

> Collaborating with Wikis > Drawing Mind Maps > Wearing Six Thinking Hats

> How do organizations learn?

> A Primer on Organizational

Learning

> How do new knowledge management paradigms > The Roots of an Emerging

> How can we actualize the thinking potential

compare with the old, and what new structures and managerial attitudes do they require?

Discipline

> Why should we drive management innovation? > Why is micromanagement mismanagement?

> Sparking Innovations

COMMUNITIES OF PRACTICE AND LEARNING ALLIANCES


> How do you build a community of like-minded,

in Management

> The Travails

of Micromanagement

interacting people to ensure more effective creation and sharing of knowledge in a domain? can one decentralize the span of knowledge coordination?

> Building Communities

of Practice

> Through what collaboration mechanisms

> Enriching Knowledge

Management Coordination

> How can communities of practice report better? > Improving Sector > Why should strategic alliances manage

and Thematic Reporting

> How can we organize and coordinate with effect > Managing Virtual Teams

the partnership, not just the agreement, for collaborative advantage? comprehensive theories of the mechanisms that underlie human behavior? of communities of practice?

> Learning in Strategic Alliances

a group whose members are not in the same location or time zone, and may not even work for the same organization? behavior and decision making?

> What role can corporate values play in guiding > A Primer on Social

> A Primer on Corporate Values > Working in Teams

> How does social neuroscience foster more

Neuroscience

> How does one develop a successful team?

> How might one design and analyze a survey

> Surveying Communities

of Practice

KNOWLEDGE SHARING AND LEARNING


Two-way communications that take place simply and effectively build knowledge.

LEADERSHIP
> How should we earn, develop, and retain trust

for superior results?

> Building Trust in the Workplace > Distributing Leadership

CREATIVITY, INNOVATION, AND LEARNING


> What are the forms and functions of networks

> How can one distribute leadership if it is

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?

of practice and how do you monitor and evaluate performance?

> Building Networks of Practice

> Why would you support people who choose

> Exercising Servant Leadership

> How do you harness, individually or in

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? on learning outcomes?

> Dimensions of the Learning

Organization

> What is the new context for leadership

> Leading in the Workplace

> How can an organization demonstrate

> Drawing Learning Charters

SOCIAL INNOVATIONS
> By what process can one unearth what works

to facilitate positive change in organizations?

> Appreciative Inquiry > Sparking Social Innovations

> What are the stimulants and obstacles

> Harnessing Creativity

and Innovation in the Workplace

> How can you generate good ideas that meet

pressing unmet needs and improve people's lives to foster smart, sustainable globalization?

> How might event planners shine a light > How can the public sector use Web 2.0

> Learning in Conferences > Social Media

TEAMWORK
> How do you enable small groups to work

regularly and collectively on complicated problems, take action, and learn as individuals and as a team while doing so? cross-functional teams?

> Action Learning

applications to forge, build, and deepen relationships?

and the Public Sector

LEARNING AND DEVELOPMENT


> Bridging Organizational Silos > Conflict in Organizations > Can better understanding of organizational

> How might one bridge silos to promote effective > What are the roots of organizational conflict

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?

> E-Learning and the Workplace

and how might complexity thinking help capitalize on its functions and dysfunctions? delegation as a web of tacit governance arrangements? in organizations?

> How can we coach and mentor to inspire

> Coaching and Mentoring

> Why, in organizations, is it better to understand

> Delegating in the Workplace

> What are the five functions of managers

> Learning and Development

for Management

> How can reciprocity intensify mutual influence

> Informal Authority

in the Workplace

LEARNING LESSONS
> How do you know what question to ask when? > When a critical milestone has been reached, > Asking Effective Questions > Conducting After-Action

KNOWLEDGE CAPTURE AND STORAGE


Knowledge leaks in various ways at various times. Reviews and Retrospects

why should we discuss successes and failures in an open and honest fashion? activities to think about the future?

KNOWLEDGE HARVESTING
> How do you garner feedback on why employees > Conducting Exit Interviews

> How does one step back from day-to-day > How can individuals come together to share

> Conducting Successful

Retreats

their experiences, insights, and knowledge on an identified challenge or problem?

> Conducting Peer Assists

leave, what they liked about their job, and where the organization needs improvement? help solve practical problems? thinking to improve it?

> How can the study of critical incidents > By what process can one analyze and evaluate > What, in simple terms, are the most common

> The Critical Incident Technique > Critical Thinking > Glossary of Knowledge

> Is failure a way to an opportunity? > How can one suggest that a process

> Embracing Failure > Identifying and Sharing

or methodology that has been shown to be effective in one part of an organization and might be effective in another, too? block in learning organizations?

Good Practices

concepts in knowledge management?

Management

> How do you draw out and package tacit > Learning from Evaluation > Learning Histories

> How might evaluation serve as a foundation > How might one surface the thinking,

knowledge to help others adapt, personalize, and apply it; build organizational capacity; and preserve institutional memory? from social reminiscing?

> Harvesting Knowledge

experiments, and arguments of actors who engaged in organizational change? as a communication tool to value, share, and capitalize on the knowledge of individuals?

> Why might groups and organizations benefit > Why should one cut information overload

> On Second Thought > Showcasing Knowledge > Staff Profile Pages

> What is the potential of stories or narratives

> Storytelling

and showcase knowledge?

> How do we build dynamic, adaptive electronic

DISSEMINATION
> How can an ordinary presentation become

directories that store information about the knowledge, skills, experience, and interests of people? work?

a lively and engaging event?

> Conducting Effective

Presentations Products

> How might taxonomy work become strategic

> Taxonomies for Development

> By what interactive process does one

communicate knowledge to target audiences to lead to change? and implementation of policy research? research findings?

> Disseminating Knowledge

REPORTING
> How can one garner feedback from executing

> How can we enrich the definition, design, > How do you employ the internet to disseminate > How do we save time in writing, make writing

> Enriching Policy with Research > Posting Research Online > Using Plain English

agencies on the effectiveness of assistance in capacity development? might you promote learning before, during, and after to document accomplishments as well as bottlenecks?

> Assessing the Effectiveness

of Assistance in Capacity Development

> By what simple feedback mechanisms

> Monthly Progress Notes

far easier, and improve understanding?

TECHNOLOGY PLATFORMS
> How can groups discuss electronically

areas of interest and review different opinions and information surrounding a topic?

> Writing Weblogs

ELECTRONIC SUBSCRIPTIONS

Intersections is a quarterly e-newsletter that features and promotes innovative sector, thematic, and other practices in ADBs operations. http://community.icontact.com/p/knowledgemanagementcenter/ newsletters/intersections-archives

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.

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

ADBs 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 regions many successes, it remains home to two-thirds of the worlds 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