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Handle with Knowledge

PLANNER
Knowledge Solutions

2011

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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 fine 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: 2011 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 2011. 1. 2. 3.
Published by Regional and Sustainable Development Department Knowledge Management Center Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Phlippines Tel +63 2 632 6362 Fax +63 2 632 5236 knowledge@adb.org www.adb.org/knowledge-management/ Concept by Olivier Serrat, Principal Knowledge Management Specialist Leah Arboleda, Senior Knowledge Management Assistant Credits Illustrations by Frances Marie Alcaraz Design and layout by Arvin Yana

Handle with Knowledge 2011 Planner

Knowledge Solutions

Strategy Development

A strategy is a long-term plan of action designed to achieve a particular goal.

www.adb.org/knowledgesolutions/

Linking Research to Practice

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

December 2010January 2011


Monday 27
December 2010
M 6 T 7 W 1 8 T 2 9 F 3 S 4 S 5 10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday 28

February 2011
M 7 T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

Wednesday 29

Notes

Thursday 30

Friday 31

Saturday 1

Sunday 2

Creating and Running Partnerships

To create and run partnerships, one must understand the drivers of success and failure.

January 2011
3
Monday
M 6

December 2010
T 7 W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

Wednesday

Notes

Thursday

Friday

Saturday 8

Sunday 9

Reading the Future

Scenario building enables managers to invent and consider stories of equally plausible futures.

January 2011
10
Monday
M 6

December 2010
T 7 W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

11

Tuesday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

12

Wednesday

Notes

13

Thursday

14

Friday

Saturday 15

Sunday 16

Auditing Knowledge

Knowledge audits help organizations identify their knowledge-based assets and develop strategies to manage them.

January 2011
17
Monday
M 6

December 2010
T 7 W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

18

Tuesday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

19

Wednesday

Notes

20

Thursday

21

Friday

Saturday 22

Sunday 23

The Sustainable Livelihoods Approach

The sustainable livelihoods approach improves understanding of the livelihoods of the poor.

January 2011
24
Monday
M 6

December 2010
T 7 W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

25

Tuesday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

26

Wednesday

Notes

27

Thursday

28

Friday

Saturday 29

Sunday 30

Outcome Mapping

Outcome mapping focuses on changes in behaviors, relationships, actions, and activities.

JanuaryFebruary 2011
31
Monday
M 3 T 4

January 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

Friday

Saturday 5

Sunday 6

Culture Theory

Culture theory promotes development where group relationships predominate and individualism is tempered.

February 2011
7
Monday
M 3 T 4

January 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

10

Thursday

11

Friday

Saturday 12

Sunday 13

The Most Significant Change Technique

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

February 2011
14
Monday
M 3 T 4

January 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

15

Tuesday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

16

Wednesday

Notes

17

Thursday

18

Friday

Saturday 19

Sunday 20

Social Network Analysis

Social network analysis focuses on actors and the relationships between them in a specific social context.

February 2011
21
Monday
M 3 T 4

January 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

22

Tuesday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

23

Wednesday

Notes

24

Thursday

25

Friday

Saturday 26

Sunday 27

Overcoming Roadblocks to Learning

Defining roadblocks to learning is half the battle to removing them.

FebruaryMarch 2011
28
Monday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

Tuesday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Wednesday

Notes

Thursday

Friday

Saturday 5

Sunday 6

management teCHnIQUeS

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

www.adb.org/knowledgesolutions/

Output Accomplishment and the Design and Monitoring Framework

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

March 2011
7
Monday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

Tuesday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Wednesday

Notes

10

Thursday

11

Friday

Saturday 12

Sunday 13

Managing Knowledge Workers

Knowledge workers are assets and should be managed as though they were partners (or at least volunteers).

March 2011
14
Monday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

15

Tuesday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

16

Wednesday

Notes

17

Thursday

18

Friday

Saturday 19

Sunday 20

Focusing on Project Metrics

Focusing on key parameters of project performance can ensure that scarce funding is applied to effective projects.

March 2011
21
Monday
M 7

February 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28

22

Tuesday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

23

Wednesday

Notes

24

Thursday

25

Friday

Saturday 26

Sunday 27

Notions of Knowledge Management

Knowledge management is getting the right knowledge to the right people at the right time, and helping apply it.

MarchApril 2011
28
Monday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

29

Tuesday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

30

Wednesday

Notes

31

Thursday

Friday

Saturday 2

Sunday 3

The Reframing Matrix

The reframing matrix enables different views to be generated and used to solve problems.

April 2011
4
Monday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

Friday

Saturday 9

Sunday 10

Picking Investments in Knowledge Management

When prioritizing investments in knowledge management, common traps lie waiting.

April 2011
11
Monday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

12

Tuesday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

13

Wednesday

Notes

14

Thursday

15

Friday

Saturday 16

Sunday 17

The Five Whys Technique

The Five Whys is a questionasking technique that explores the cause-and-effect relationships underlying problems.

April 2011
18
Monday
M 7 T 1 8

March 2011
W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

19

Tuesday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

20

Wednesday

Notes

21

Thursday

22

Friday

Saturday 23

Sunday 24

The SCAMPER Technique

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

AprilMay 2011
25
Monday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

26

Tuesday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

27

Wednesday

Notes

28

Thursday

29

Friday

Saturday 30

Sunday 1

Conducting Effective Meetings

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

May 2011
2
Monday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Tuesday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Wednesday

Notes

Thursday

Friday

Saturday 7

Sunday 8

Managing by Walking Around

Management by walking around emphasizes interpersonal contact, open appreciation, and recognition.

May 2011
9
Monday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

10

Tuesday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

11

Wednesday

Notes

12

Thursday

13

Friday

Saturday 14

Sunday 15

CollaboratIon meCHanISmS

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.
www.adb.org/knowledgesolutions/

Building Communities of Practice

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

May 2011
16
Monday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 S 3

9 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

17

Tuesday
M 6 T 7

June 2011
W 1 8 T 2 F 3 S 4 S 5

9 10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

18

Wednesday

Notes

19

Thursday

20

Friday

Saturday 21

Sunday 22

Action Learning

Action learning enables groups to work on complicated problems, act, and learn as individuals and as teams.

May 2011
23
Monday
M 4 T 5

April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

24

Tuesday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

25

Wednesday

Notes

26

Thursday

27

Friday

Saturday 28

Sunday 29

Appreciative Inquiry

Appreciative inquiry facilitates positive change in organizations.

MayJune 2011
30
Monday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

31

Tuesday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

Friday

Saturday 4

Sunday 5

Working in Teams

Cooperative work by a team can produce remarkable results.

June 2011
6
Monday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

10

Friday

Saturday 11

Sunday 12

Drawing Mind Maps

Mind maps represent, link, and arrange concepts, themes, or tasks radially from a central topic.

June 2011
13
Monday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

14

Tuesday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

15

Wednesday

Notes

16

Thursday

17

Friday

Saturday 18

Sunday 19

Collaborating with Wikis

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

June 2011
20
Monday
M 2 9 T 3

May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

21

Tuesday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

22

Wednesday

Notes

23

Thursday

24

Friday

Saturday 25

Sunday 26

Wearing Six Thinking Hats

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

JuneJuly 2011
27
Monday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

28

Tuesday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

29

Wednesday

Notes

30

Thursday

Friday

Saturday 2

Sunday 3

Managing Virtual Teams

Virtual teams are factors of competitive advantage but their configurations raise unique challenges for managers.

July 2011
4
Monday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Tuesday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

Friday

Saturday 9

Sunday 10

Building Trust in the Workplace

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

July 2011
11
Monday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

12

Tuesday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

13

Wednesday

Notes

14

Thursday

15

Friday

Saturday 16

Sunday 17

Leading in the Workplace

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

July 2011
18
Monday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

19

Tuesday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

20

Wednesday

Notes

21

Thursday

22

Friday

Saturday 23

Sunday 24

Learning in Strategic Alliances

Above all, successful strategic alliances pay attention to learning priorities in alliance evolution.

July 2011
25
Monday
M 6 T 7

June 2011
W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

26

Tuesday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

27

Wednesday

Notes

28

Thursday

29

Friday

Saturday 30

Sunday 31

knowleDge SHarIng anD learnIng

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

www.adb.org/knowledgesolutions/

Conducting Peer Assists

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

August 2011
1
Monday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Wednesday

Notes

Thursday

Friday

Saturday 6

Sunday 7

Conducting After-Action Reviews and Retrospects

After-action reviews and retrospects bring teams together to facilitate learning and support continuous improvement.

August 2011
8
Monday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

10

Wednesday

Notes

11

Thursday

12

Friday

Saturday 13

Sunday 14

Using Plain English

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

August 2011
15
Monday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

16

Tuesday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

17

Wednesday

Notes

18

Thursday

19

Friday

Saturday 20

Sunday 21

Posting Research Online

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

August 2011
22
Monday
M 4 T 5

July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10

11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

23

Tuesday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

24

Wednesday

Notes

25

Thursday

26

Friday

Saturday 27

Sunday 28

Storytelling

Storytelling is the use of stories or narratives to value, share, and capitalize on the knowledge of individuals.

AugustSeptember 2011
29
Monday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

30

Tuesday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

31

Wednesday

Notes

Thursday

Friday

Saturday 3

Sunday 4

Identifying and Sharing Good Practices

Good practice is something that has worked in one part of the organization and might be effective in another.

September 2011
5
Monday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

Friday

Saturday 10

Sunday 11

Conducting Successful Retreats

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

September 2011
12
Monday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

13

Tuesday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

14

Wednesday

Notes

15

Thursday

16

Friday

Saturday 17

Sunday 18

Conducting Effective Presentations

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

September 2011
19
Monday
M 1 8 T 2 9

August 2011
W 3 T 4 F 5 S 6 S 7

10 11 12 13 14

15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

20

Tuesday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

21

Wednesday

Notes

22

Thursday

23

Friday

Saturday 24

Sunday 25

Building Networks of Practice

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

SeptemberOctober 2011
26
Monday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

27

Tuesday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

28

Wednesday

Notes

29

Thursday

30

Friday

Saturday 1

Sunday 2

Dimensions of the Learning Organization

Useful models for learning and change can be leveraged to reflect on the overall system of an organization.

October 2011
3
Monday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Tuesday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Wednesday

Notes

Thursday

Friday

Saturday 8

Sunday 9

Disseminating Knowledge Products

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

October 2011
10
Monday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

11

Tuesday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

12

Wednesday

Notes

13

Thursday

14

Friday

Saturday 15

Sunday 16

Learning from Evaluation

Evaluation for learning is the area where observers find the greatest need today and tomorrow.

October 2011
17
Monday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

18

Tuesday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

19

Wednesday

Notes

20

Thursday

21

Friday

Saturday 22

Sunday 23

Learning and Development for Management

To improve the insights, attitudes, and skills of managers, one should identify what their responsibilities are.

October 2011
24
Monday
M 5

September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

25

Tuesday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

26

Wednesday

Notes

27

Thursday

28

Friday

Saturday 29

Sunday 30

knowleDge CaptUre anD Storage

Knowledge leaks in various ways at various times.

www.adb.org/knowledgesolutions/

Conducting Exit Interviews

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

OctoberNovember 2011
31
Monday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 5

December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

Friday

Saturday 5

Sunday 6

Monthly Progress Notes

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

November 2011
7
Monday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Tuesday
M 5

December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

10

Thursday

11

Friday

Saturday 12

Sunday 13

Staff Profile Pages

Staff profile pages store data about the knowledge, skills, experience, and interests of people.

November 2011
14
Monday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

15

Tuesday
M 5

December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

16

Wednesday

Notes

17

Thursday

18

Friday

Saturday 19

Sunday 20

Writing Weblogs

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

November 2011
21
Monday
M 3 T 4

October 2011
W 5 T 6 F 7 S 1 8 S 2 9

10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

22

Tuesday
M 5

December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

23

Wednesday

Notes

24

Thursday

25

Friday

Saturday 26

Sunday 27

Glossary of Knowledge Management

The knowledge management discipline can be cryptic but its common concepts should be described in simple terms.

NovemberDecember 2011
28
Monday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

29

Tuesday
M 2 9 T 3

January 2012
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

30

Wednesday

Notes

Thursday

Friday

Saturday 3

Sunday 4

Showcasing Knowledge

Information overload has less to do with quantity than with the qualities by which knowledge is presented.

December 2011
5
Monday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

Tuesday
M 2 9 T 3

January 2012
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

Wednesday

Notes

Thursday

Friday

Saturday 10

Sunday 11

Harvesting Knowledge

Knowledge harvesting can enrich group know-how, build organizational capacity, and preserve institutional memory.

December 2011
12
Monday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

13

Tuesday
M 2 9 T 3

January 2012
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

14

Wednesday

Notes

15

Thursday

16

Friday

Saturday 17

Sunday 18

The Critical Incident Technique

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

December 2011
19
Monday
M 7

November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6

10 11 12 13

14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30

20

Tuesday
M 2 9 T 3

January 2012
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15

16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

21

Wednesday

Notes

22

Thursday

23

Friday

Saturday 24

Sunday 25

Taxonomies for Development

Taxonomy work is strategic work.

December 2011January 2012


26
Monday
M 5

December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4

10 11

12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31

27

Tuesday
M 6

February 2012
T 7 W 1 8 T 2 9 F 3 S 4 S 5

10 11 12

13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29

28

Wednesday

Notes

29

Thursday

30

Friday

Saturday 31

Sunday 1

2012
January
M 2 9 16 23 30 T 3 10 17 24 31 W 4 11 18 25 T 5 12 19 26 F 6 13 20 27 S 7 14 21 28 S 1 8 15 22 29 6 13 20 27 7 14 21 28

February
M T W 1 8 15 22 29 T 2 9 16 23 F 3 10 17 24 S 4 11 18 25 S 5 12 19 26

March
M 5 12 19 26 T 6 13 20 27 W 7 14 21 28 T 1 8 15 22 29 F 2 9 16 23 30 S 3 10 17 24 31 S 4 11 18 25

April
M 2 9 16 23 30 T 3 10 17 24 W 4 11 18 25 T 5 12 19 26 F 6 13 20 27 S 7 14 21 28 S 1 8 15 22 29

May
M 7 14 21 28 T 1 8 15 22 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

June
M 4 11 18 25 T 5 12 19 26 W 6 13 20 27 T 7 14 21 28 F 1 8 15 22 29 S 2 9 16 23 30 S 3 10 17 24

July
M 2 9 16 23 30 T 3 10 17 24 31 W 4 11 18 25 T 5 12 19 26 F 6 13 20 27 S 7 14 21 28 S 1 8 15 22 29

August
M 6 13 20 27 T 7 14 21 28 W 1 8 15 22 29 T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25 S 5 12 19 26

September
M 3 10 17 24 T 4 11 18 25 W 5 12 19 26 T 6 13 20 27 F 7 14 21 28 S 1 8 15 22 29 S 2 9 16 23 30

October
M 1 8 15 22 29 T 2 9 16 23 30 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

November
M 5 12 19 26 T 6 13 20 27 W 7 14 21 28 T 1 8 15 22 29 F 2 9 16 23 30 S 3 10 17 24 S 4 11 18 25

December
M 3 10 17 24 31 T 4 11 18 25 W 5 12 19 26 T 6 13 20 27 F 7 14 21 28 S 1 8 15 22 29 S 2 9 16 23 30

Keys for Reflection


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 December 2010.

Strategy Development
Behavior and Change

How can a strategy focus on group relationships with appreciation of their distinctive ideas, beliefs, values, and knowledge? How can it utilize stories of significant change to monitor and evaluate performance? How might it shift the focus from changes in state to changes in behaviors, relationships, actions, and activities? How could you anchor it in understanding of livelihoods and appreciation of the factors that constrain or enhance these as well as their relationships?

Culture Theory

The Most Significant Change Technique Outcome Mapping

The Sustainable Livelihoods Approach

Emergence and Scenario Thinking

Is your strategy the outcome of a human-centered, prototype-driven process for the exploration of new ideas? Does it maintain a balance between strategizing and learning modes of thinking? How emergent is it? Does it consider other scenarios?

Design Thinking

From Strategy to Practice Reading the Future

Institutional Capacity and Participation

How does a strategy promote participation at requisite levels?

Building Institutional Capacity for Development

Knowledge Assets

Is your strategy for knowledge management enriched by regular knowledge audits? Does its practice integrate the need to systematically review, evaluate, prioritize, sequence, manage, redirect, and if necessary even cancel strategic initiatives? 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?

Auditing Knowledge Enhancing Knowledge Management Strategies

Linking Research to Practice

Marketing

How does a strategy apply a custom blend 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?

The Future of Social Marketing

Marketing in the Public Sector

Organizational Learning

How can a strategy support and energize organization, people, knowledge, and technology for learning? How might it integrate evaluation results to support policy, strategy, and operational changes? How could it distinguish roadblocks to make them part of the solution instead of part of the problem? How would you gauge perceptions of competencies to learn for change?

Building a Learning Organization

Learning Lessons with Knowledge Audits Overcoming Roadblocks to Learning Seeking Feedback on Learning for Change

Partnerships and Networks of Practice

Does your strategy leverage partnerships and recognize their drivers of success and failure? How might it make out social networks and analyze the actors and the relationships between them?

Creating and Running Partnerships Social Network Analysis

Management Techniques
Branding and Value

How might we embrace branding to drive organizational behavior and behavioral change? Do value cycles maximize the potential of knowledge services and knowledge solutions through delivery platforms?

New-Age Branding and the Public Sector Value Cycles for Development Outcomes

Complexity and Lateral Thinking

How might we investigate deeply the cause-and-effect relationships underlying problems? Do you enable different perspectives to be generated and applied in management processes? How might one brainstorm to resolve a problem, meet an opportunity, or turn a tired idea into something new and different? Why should management practices encompass sense and decision making in multiple contexts?

The Five Whys Technique The Reframing Matrix The SCAMPER Technique

Understanding Complexity

Linear Thinking

How can we manage for results with a coherent framework for strategic planning, management, and communications? 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?

Crafting a Knowledge Management Results Framework Focusing on Project Metrics

Output Accomplishment and the Design and Monitoring Framework

The Perils of Performance Measurement

Organizational Change

In what ways do organizations benefit from staff engagement and how might that be driven? How do organizations overcome resistance to change and secure as much discretionary effort as possible? If transformational change rarely succeeds, what rationale is there for bottom-up approaches? How do we get the right knowledge to the right 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? What are the components of organizational culture and what is the role of organizational learning for change? How do organizations learn? How do new knowledge management paradigms compare with the old, and what new structures and managerial attitudes do they require? Why should we drive management innovation?

Engaging Staff in the Workplace Fast and Effective Change Management Forestalling Change Fatigue Notions of Knowledge Management

Picking Investments in Knowledge Management A Primer on Organizational Culture A Primer on Organizational Learning The Roots of an Emerging Discipline

Sparking Innovations in Management

Talent Management

Do you manage meetings before, during, and after, with appreciation of their different kinds, to make them productive and fun? Should one spend more time, integrity, and brainpower on selecting managers than on anything else? Is your organization attractive to people who already know how valuable they are? Why should you empower knowledge workers to make the most of their deepest skills and perform best? How does one manage by walking around to emphasize the importance of interpersonal contact, open appreciation, and recognition and build civility and performance in the workplace? How can one give talent strategic and holistic attention to make it happen? Do you have the ability, capacity, skill, or self-perceived ability to identify, assess, and manage the emotions of yourself, of others, and of groups?

Conducting Effective Meetings

Growing Managers, Not Bosses Leading Top Talent in the Workplace Managing Knowledge Workers Managing by Walking Around

A Primer on Talent Management Understanding and Developing Emotional Intelligence

Collaboration Mechanisms
Collaborative Tools

How do you harness the power of collaborative minds to innovate faster, cocreate, and cut costs? How does one represent, link, and arrange concepts, themes, or tasks under a central topic? How can we actualize the thinking potential of teams?

Collaborating with Wikis Drawing Mind Maps Wearing Six Thinking Hats

Communities of Practice and Learning Alliances

How do you build a community of likeminded, interacting people to ensure more effective creation and sharing of knowledge in a domain? Through what collaboration mechanisms can one decentralize the span of knowledge creation? How can communities of practice report better? Why should strategic alliances manage the partnership, not just the agreement, for collaborative advantage? How does social neuroscience foster more comprehensive theories of the mechanisms that underlie human behavior?

Building Communities of Practice

Enriching Knowledge Management Coordination Improving Sector and Thematic Reporting Learning in Strategic Alliances A Primer on Social Neuroscience

Leadership

How should we earn, develop, and retain trust for superior results? How can one distribute leadership if it is an outcome, not an input to business processes and performance? Why would you support people who choose to serve first, and then lead, as a way of expanding service to individuals and organizations? What is the new context for leadership in the public sector?

Building Trust in the Workplace Distributing Leadership Exercising Servant Leadership

Leading in the Workplace

Social Innovations

By what process can one unearth what works to facilitate positive change in organizations? How can you generate good ideas that meet pressing unmet needs and improve peoples lives to foster smart, sustainable globalization?

Appreciative Inquiry Sparking Social Innovations

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? How might one bridge silos to promote effective cross-functional teams? How can reciprocity intensify mutual influence in organizations? How can we organize and coordinate with effect 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 behavior and decision making? How does one develop a successful team?

Action Learning

Bridging Organizational Silos Informal Authority in the Workplace Managing Virtual Teams

A Primer on Corporate Values Working in Teams

Knowledge Sharing and Learning


Creativity, Innovation, and Learning

What are the forms and functions of networks of practice and how do you monitor and evaluate performance? How do you harness, individually or in association, useful models of learning and change to reflect on the dimensions of a learning organization? How can an organization demonstrate commitment to learning, against which provision and practice can be tested and serve as a waymark with which to guide, monitor, and evaluate progress? What are the stimulants and obstacles to creativity and innovation that drive or impede enterprise in organizations? How can the public sector use Web 2.0 applications to forge, build, and deepen relationships?

Building Networks of Practice Dimensions of the Learning Organization Drawing Learning Charters

Harnessing Creativity and Innovation in the Workplace Social Media and the Public Sector

Learning and Development

Can better understanding of organizational environments and design principles improve e-learning interventions? How can we coach and mentor to inspire and empower employees, build commitment, increase productivity, grow talent, and promote success? What are the five functions of managers toward which learning and development can be extended to improve their insights, attitudes, and skills?

E-Learning and the Workplace

Coaching and Mentoring

Learning and Development for Management

Learning Lessons

How do you know what question to ask when? When a critical milestone has been reached, why should we discuss successes and failures in an open and honest fashion? How does one step back from day-to-day activities to think about the future? How can individuals come together to share their experiences, insights, and knowledge on an identified challenge or problem? Is failure a way to an opportunity? How can one suggest that a process or methodology that has been shown to be effective in one part of an organization and might be effective in another, too? How might evaluation serve as a foundation block in learning organizations? What is the potential of stories or narratives as a communication tool to value, share, and capitalize on the knowledge of individuals?

Asking Effective Questions Conducting After-Action Reviews and Retrospects Conducting Successful Retreats Conducting Peer Assists

Embracing Failure Identifying and Sharing Good Practices Learning from Evaluation Storytelling

Dissemination

How can an ordinary presentation become a lively and engaging event? By what interactive process does one communicate knowledge to target audiences to lead to change? How can we enrich the definition, design, and implementation of policy research? How do you employ the internet to disseminate research findings? How do we save time in writing, make writing far easier, and improve understanding?

Conducting Effective Presentations Disseminating Knowledge Products Enriching Policy with Research Posting Research Online Using Plain English

Knowledge Capture and Storage


Knowledge Harvesting

How do you garner feedback on why employees leave, what they liked about their job, and where the organization needs improvement? How can the study of critical incidents help solve practical problems? What, in simple terms, are the most common concepts in knowledge management? How do you draw out and package tacit knowledge to help others adapt, personalize, and apply it; build organizational capacity; and preserve institutional memory? Why should one cut information overload and showcase knowledge? How do we build dynamic, adaptive electronic directories that store information about the knowledge, skills, experience, and interests of people? How might taxonomy work become strategic work?

Conducting Exit Interviews

The Critical Incident Technique Glossary of Knowledge Management Harvesting Knowledge

Showcasing Knowledge Staff Profile Pages

Taxonomies for Development

Reporting

How can one garner feedback from executing agencies on the effectiveness of assistance in capacity development? By what simple feedback mechanisms might you promote learning before, during, and after to document accomplishments as well as bottlenecks?

Assessing the Effectiveness of Assistance in Capacity Development Monthly Progress Notes

Technology Platforms

How can groups discuss electronically areas of interest and review different opinions and information surrounding a topic?

Writing Weblogs

A Knowledge Treasury
Explore a collection of knowledge products developed by ADBs Knowledge Management Center, designed to promote the discipline of knowledge management and learning. Blogs Give your views on the knowledge solutions and showcases published by ADB. knowledgesolutions.blogspot.com knowledgeshowcase.blogspot.com Books and Reports Read web-based books and reports on knowledge management and learning. www.adb.org/knowledge-management/books.asp Knowledge Solutions Find out how knowledge management tools, methods, and approaches propel development forward and enhance its effects. www.adb.org/knowledgesolutions Knowledge Showcases Learn from and replicate practices successfully tested on the ground. www.adb.org/knowledgeshowcases Presentations Download instructive materials and presentations on knowledge management and learning. www.adb.org/knowledge-management/presentations.asp Podcasts Listen to the wealth of knowledge of ADB personnel, past and present. www.adb.org/knowledge-management/podcasts.asp

Knowledge Solutions

Organization, people, knowledge, and technology for learning

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 the Pacific free of poverty. Its mission is to help its developing member countries substantially 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 $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.

For more information, contact: Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Phlippines Tel +63 2 632 6362 Fax +63 2 632 5236 knowledge@adb.org www.adb.org/knowledge-management/