Documente Academic
Documente Profesional
Documente Cultură
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: 2012 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 2012. 1. 2. 3.
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
www.adb.org/knowledgesolutions/
ORGANIZATION
A learning organization knows the role that learning plays in developing organizational effectiveness.
To create and run partnerships, one must understand the drivers of success and failure.
26
Tuesday
27
DECEMBER 2011 T W T F S S 1 2 9 3 4
Wednesday
28
Thursday
Friday
NOTES
Sunday
30
Saturday
29
31
01
JANUARY 2012
Monday
02
Tuesday
03
DECEMBER 2011 T W T F S S 1 2 9 3 4
LEARNING LESSONS
8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M FEBRUARY 2012 T W T F S S 1 6 7 8 2 9 3 4 5 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Wednesday
04
Thursday
Friday
NOTES
Sunday
06
Saturday
05
07
08
Feedback is the dynamic process of presenting and disseminating information to improve performance.
JANUARY 2012
Monday
09
Tuesday
10
DECEMBER 2011 T W T F S S 1 2 9 3 4
REPORTING
8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M FEBRUARY 2012 T W T F S S 1 6 7 8 2 9 3 4 5 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Wednesday
11
Thursday
Friday
NOTES
Sunday
13
Saturday
12
14
15
Assessments of capacity development can rest more fully on inputs from executing agencies.
JANUARY 2012
Monday
16
Tuesday
17
DECEMBER 2011 T W T F S S 1 2 9 3 4
REPORTING
8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M FEBRUARY 2012 T W T F S S 1 6 7 8 2 9 3 4 5 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Wednesday
18
Thursday
Friday
NOTES
Sunday
20
Saturday
19
21
22
JANUARY 2012
Monday
23
Tuesday
24
DECEMBER 2011 T W T F S S 1 2 9 3 4
KNOWLEDGE HARVESTING
8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M FEBRUARY 2012 T W T F S S 1 6 7 8 2 9 3 4 5 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Wednesday
25
Thursday
Friday
NOTES
Sunday
27
Saturday
26
28
29
Writing Weblogs
A weblog records dated commentaries, descriptions of events, or other material such as graphics or videos.
JANUARYFEBRUARY 2012
Monday
30
Tuesday
31
DECEMBER 2011 T W T F S S 1 2 9 3 4
TECHNOLOGY PLATFORMS
8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M FEBRUARY 2012 T W T F S S 1 6 7 8 2 9 3 4 5 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29
Wednesday
01
Thursday
Friday
NOTES
Sunday
03
Saturday
02
04
05
Successful organizations spend more time and resources on selecting good managers than on anything else.
FEBRUARY 2012
Monday
06
Tuesday
07
JANUARY 2012 T W T F S S 1
2 9
TALENT MANAGEMENT
5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M MARCH 2012 T W T F S 1 5 6 7 8 2 9 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
08
Thursday
Friday
NOTES
Sunday
10
Saturday
09
11
12
Knowledge should be continuously enriched through both internal and external learning.
FEBRUARY 2012
Monday
13
Tuesday
14
JANUARY 2012 T W T F S S 1
2 9
ORGANIZATIONAL LEARNING
4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M MARCH 2012 T W T F S 1 5 6 7 8 2 9 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
15
Thursday
Friday
NOTES
Sunday
17
Saturday
16
18
19
Access to and judicious use of information underpin economic and social progress.
FEBRUARY 2012
Monday
20
Tuesday
21
JANUARY 2012 T W T F S S 1
2 9
Wednesday
22
Thursday
Friday
NOTES
Sunday
24
Saturday
23
25
26
FEBRUARYMARCH 2012
Monday
27
Tuesday
28
JANUARY 2012 T W T F S S 1
2 9
TALENT MANAGEMENT
5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M MARCH 2012 T W T F S 1 5 6 7 8 2 9 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
29
Thursday
Friday
NOTES
Sunday
02
Saturday
01
03
04
Evaluations will not be used if context, knowledge, relationships, and environment are not dealt with.
MARCH 2012
Monday
05
Tuesday
06
FEBRUARY 2012 T W T F S S 1 2 9 3 4 5
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 APRIL 2012 T W T F S
Wednesday
07
ORGANIZATIONAL LEARNING
10 11 12 S 1 2 9 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
09
Saturday
08
10
11
The art and science of questioning lies in knowing what question to ask when.
MARCH 2012
Monday
12
Tuesday
13
FEBRUARY 2012 T W T F S S 1 2 9 3 4 5
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 APRIL 2012 T W T F S
Wednesday
14
LEARNING LESSONS
10 11 12 S 1 2 9 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
16
Saturday
15
17
18
Development work is fed by knowledge services and knowledge solutions that value cycles can help maximize.
MARCH 2012
Monday
19
Tuesday
20
FEBRUARY 2012 T W T F S S 1 2 9 3 4 5
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 APRIL 2012 T W T F S
Wednesday
21
Thursday
Friday
NOTES
Sunday
23
Saturday
22
24
25
Coaching and mentoring are now essential elements of modern managerial practice.
MARCHAPRIL 2012
Monday
26
Tuesday
27
FEBRUARY 2012 T W T F S S 1 2 9 3 4 5
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 APRIL 2012 T W T F S
Wednesday
28
Thursday
Friday
NOTES
Sunday
30
Saturday
29
31
01
PEOPLE
www.adb.org/knowledgesolutions/
Organizing for knowledge management requires new structures and managerial attitudes.
APRIL 2012
Monday
02
Tuesday
03
MARCH 2012 T W T F S 1 2 9 3
ORGANIZATIONAL CHANGE
S 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M T 1 7 8 MAY 2012 W T F S 2 9 3 4 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
04
Thursday
Friday
NOTES
Sunday
06
Saturday
05
07
08
To draw a strategy is relatively easyexecution is not. Strategy is a phenomenon that depends on synchronization.
APRIL 2012
Monday
09
Tuesday
10
MARCH 2012 T W T F S 1 2 9 3
KNOWLEDGE ASSETS
S 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 M T 1 7 8 MAY 2012 W T F S 2 9 3 4 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
11
Thursday
Friday
NOTES
Sunday
13
Saturday
12
14
15
APRIL 2012
Monday
16
Tuesday
17
MARCH 2012 T W T F S 1 2 9 3
Wednesday
18
Thursday
Friday
NOTES
Sunday
20
Saturday
19
21
22
APRIL 2012
Monday
23
Tuesday
24
MARCH 2012 T W T F S 1 2 9 3
Wednesday
25
Thursday
Friday
NOTES
Sunday
27
Saturday
26
28
29
Servant leaders choose to serve first, and then lead, to expand service to individuals and organizations.
APRILMAY 2012
Monday
30
Tuesday
01
MARCH 2012 T W T F S 1 2 9 3
LEADERSHIP
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
02
T 1
MAY 2012 W T F S 2 9 3 4 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
Thursday
Friday
NOTES
Sunday
04
Saturday
03
05
06
Distributing Leadership
Leadership is best considered as an outcome. It is defined by what one does, not who one is.
MAY 2012
Monday
07
Tuesday
08
APRIL 2012 T W T F S
LEADERSHIP
S 1
2 9
10 11 12 13 14 15
16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
09
JUNE 2012 W T F S 1 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
Thursday
Friday
NOTES
Sunday
11
Saturday
10
12
13
It is difficult to argue that what learning charters advocate is not worth striving for.
MAY 2012
Monday
14
Tuesday
15
APRIL 2012 T W T F S
Wednesday
16
Thursday
Friday
NOTES
Sunday
18
Saturday
17
19
20
Understanding Complexity
Notions of complexity offer a wealth of insights and guidance to 21st century organizations.
MAY 2012
Monday
21
Tuesday
22
APRIL 2012 T W T F S
Wednesday
23
Thursday
Friday
NOTES
Sunday
25
Saturday
24
26
27
MAYJUNE 2012
Monday
28
Tuesday
29
APRIL 2012 T W T F S
Wednesday
30
Thursday
Friday
NOTES
Sunday
01
Saturday
31
02
03
JUNE 2012
Monday
04
Tuesday
05
T 1
MAY 2012 W T F S 2 9 3 4 5
ORGANIZATIONAL CHANGE
S 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 JULY 2012 W T F S M T S 1 2 9 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
06
Thursday
Friday
NOTES
Sunday
08
Saturday
07
09
10
Organizations learn through individuals; yet, individual learning is conditioned by the learning system.
JUNE 2012
Monday
11
Tuesday
12
T 1
MAY 2012 W T F S 2 9 3 4 5
ORGANIZATIONAL CHANGE
S 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 JULY 2012 W T F S M T S 1 2 9 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
13
Thursday
Friday
NOTES
Sunday
15
Saturday
14
16
17
To make change happen, one must overcome resistance and then secure as much discretionary effort as possible.
JUNE 2012
Monday
18
Tuesday
19
T 1
MAY 2012 W T F S 2 9 3 4 5
ORGANIZATIONAL CHANGE
S 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 JULY 2012 W T F S M T S 1 2 9 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
20
Thursday
Friday
NOTES
Sunday
22
Saturday
21
23
24
The idea of organizational branding has developed and is making inroads into the public sector too.
JUNEJULY 2012
Monday
25
Tuesday
26
T 1
MAY 2012 W T F S 2 9 3 4 5
Wednesday
27
Thursday
Friday
NOTES
Sunday
29
Saturday
28
30
01
KNOWLEDGE
www.adb.org/knowledgesolutions/
JULY 2012
Monday
02
Tuesday
03
JUNE 2012 W T F S 1 2 9
MARKETING
S 3 10
11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
04
AUGUST 2012 T W T F S 1 2 9 3 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
Thursday
Friday
NOTES
Sunday
06
Saturday
05
07
08
Social marketing is the use of marketing principles and techniques to effect behavioral change.
JULY 2012
Monday
09
Tuesday
10
JUNE 2012 W T F S 1 2 9
MARKETING
S 3 10
11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
11
AUGUST 2012 T W T F S 1 2 9 3 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
Thursday
Friday
NOTES
Sunday
13
Saturday
12
14
15
Embracing Failure
Success is a process and failure is an opportunity. Successful individuals, groups, and organizations fail well.
JULY 2012
Monday
16
Tuesday
17
JUNE 2012 W T F S 1 2 9
LEARNING LESSONS
S 3 10 4 5 6 7 8 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 M AUGUST 2012 T W T F S 1 6 7 8 2 9 3 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
Wednesday
18
Thursday
Friday
NOTES
Sunday
20
Saturday
19
21
22
JULY 2012
Monday
23
Tuesday
24
JUNE 2012 W T F S 1 2 9
TALENT MANAGEMENT
S 3 10 4 5 6 7 8 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 M AUGUST 2012 T W T F S 1 6 7 8 2 9 3 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
Wednesday
25
Thursday
Friday
NOTES
Sunday
27
Saturday
26
28
29
In the 21st century, management innovation is the prime driver of sustainable competitive advantage.
JULYAUGUST 2012
Monday
30
Tuesday
31
JUNE 2012 W T F S 1 2 9
ORGANIZATIONAL CHANGE
S 3 10 4 5 6 7 8 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 M AUGUST 2012 T W T F S 1 6 7 8 2 9 3 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
Wednesday
01
Thursday
Friday
NOTES
Sunday
03
Saturday
02
04
05
Design Thinking
The need for 21st-century mindsets and protocols has sparked interest in design thinking.
AUGUST 2012
Monday
06
Tuesday
07
JULY 2012 W T F S
Wednesday
08
Thursday
Friday
NOTES
Sunday
10
Saturday
09
11
12
In a shrinking world, social innovation can do much to foster smart, sustainable globalization.
AUGUST 2012
Monday
13
Tuesday
14
JULY 2012 W T F S
SOCIAL INNOVATIONS
S 1 2 9 3 4 5 6 7 8 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 SEPTEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
15
Thursday
Friday
NOTES
Sunday
17
Saturday
16
18
19
Managing for results requires a coherent framework for strategic planning, management, and communications.
AUGUST 2012
Monday
20
Tuesday
21
JULY 2012 W T F S
LINEAR THINKING
S 1
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
22
SEPTEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
24
Saturday
23
25
26
In the age of competence, one must learn before, during, and after the event.
AUGUSTSEPTEMBER 2012
Monday
27
Tuesday
28
JULY 2012 W T F S
Wednesday
29
Thursday
Friday
NOTES
Sunday
31
Saturday
30
01
02
The public sector can put social media to work to drive stakeholder involvement and satisfaction.
SEPTEMBER 2012
Monday
03
Tuesday
04
AUGUST 2012 T W T F S 1 2 9 3 4
Wednesday
05
Thursday
Friday
NOTES
Sunday
07
Saturday
06
08
09
Interest in performance measurement grows daily but the state of the art leaves much to be desired.
SEPTEMBER 2012
Monday
10
Tuesday
11
AUGUST 2012 T W T F S 1 2 9 3 4
LINEAR THINKING
S 5
10 11 12
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
12
M 1 8
OCTOBER 2012 T W T F S S 2 9 3 4 5 6 7
10 11 12 13 14
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Thursday
Friday
NOTES
Sunday
14
Saturday
13
15
16
Researchers and policy makers are not turning research findings into lasting change for the poor.
SEPTEMBER 2012
Monday
17
Tuesday
18
AUGUST 2012 T W T F S 1 2 9 3 4
DISSEMINATION
S 5
10 11 12
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
19
M 1 8
OCTOBER 2012 T W T F S S 2 9 3 4 5 6 7
10 11 12 13 14
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Thursday
Friday
NOTES
Sunday
21
Saturday
20
22
23
Statements of corporate values suggest much work must be done before organizations draw real benefits from them.
SEPTEMBER 2012
Monday
24
Tuesday
25
AUGUST 2012 T W T F S 1 2 9 3 4
TEAMWORK
S 5
10 11 12
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
26
M 1 8
OCTOBER 2012 T W T F S S 2 9 3 4 5 6 7
10 11 12 13 14
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Thursday
Friday
NOTES
Sunday
28
Saturday
27
29
30
TECHNOLOGY
In a learning organization, technology is harnessed without constraining knowledge management and learning.
www.adb.org/knowledgesolutions/
Social neuroscience is fostering more comprehensive theories of the mechanisms that underlie human behavior.
OCTOBER 2012
Monday
01
Tuesday
02
SEPTEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
03
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
05
Saturday
04
06
07
In the 21st century, the requirements of organizational speed demand investments in informal authority.
OCTOBER 2012
Monday
08
Tuesday
09
SEPTEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
10
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
TEAMWORK
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
12
Saturday
11
13
14
OCTOBER 2012
Monday
15
Tuesday
16
SEPTEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
17
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
ORGANIZATIONAL LEARNING
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
19
Saturday
18
20
21
Staff engagement denotes the extent to which organizations gain commitment from personnel.
OCTOBER 2012
Monday
22
Tuesday
23
SEPTEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
24
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
ORGANIZATIONAL CHANGE
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
26
Saturday
25
27
28
OCTOBERNOVEMBER 2012
Monday
29
Tuesday
30
SEPTEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Wednesday
31
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
TALENT MANAGEMENT
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
Thursday
Friday
NOTES
Sunday
02
Saturday
01
03
04
For e-learning to work, one must understand its organizational environment and evolve design principles.
NOVEMBER 2012
Monday
05
Tuesday
06
M 1 8
OCTOBER 2012 T W T F S S 2 9 3 4 5 6 7
10 11 12 13 14
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DECEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
Wednesday
07
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Thursday
Friday
NOTES
Sunday
09
Saturday
08
10
11
LEARNING IN DEVELOPMENT
The span of knowledge coordination should be as close as possible to relevant knowledge domains.
NOVEMBER 2012
Monday
12
Tuesday
13
M 1 8
OCTOBER 2012 T W T F S S 2 9 3 4 5 6 7
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DECEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
Wednesday
14
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Thursday
Friday
NOTES
Sunday
16
Saturday
15
17
18
NOVEMBER 2012
Monday
19
Tuesday
20
M 1 8
OCTOBER 2012 T W T F S S 2 9 3 4 5 6 7
10 11 12 13 14
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DECEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
Wednesday
21
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Thursday
Friday
NOTES
Sunday
23
Saturday
22
24
25
ORGANIZATIONAL CHANGE
Never before has the glare of the spotlight focused so much on boards of directors.
NOVEMBERDECEMBER 2012
Monday
26
Tuesday
27
M 1 8
OCTOBER 2012 T W T F S S 2 9 3 4 5 6 7
10 11 12 13 14
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31 DECEMBER 2012 M T W T F S S 1 3 4 5 6 7 8 2 9
Wednesday
28
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Thursday
Friday
NOTES
Sunday
30
Saturday
29
01
02
ORGANIZATIONAL CHANGE
Critical Thinking
DECEMBER 2012
Monday
03
Tuesday
04
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
KNOWLEDGE HARVESTING
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 M JANUARY 2013 T W T F S S 1 7 8 2 9 3 4 5 6 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
05
Thursday
Friday
NOTES
Sunday
07
Saturday
06
08
09
Micromanagement is mismanagement.
DECEMBER 2012
Monday
10
Tuesday
11
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
ORGANIZATIONAL CHANGE
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 M JANUARY 2013 T W T F S S 1 7 8 2 9 3 4 5 6 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
12
Thursday
Friday
NOTES
Sunday
14
Saturday
13
15
16
DECEMBER 2012
Monday
17
Tuesday
18
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
TEAMWORK
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 M JANUARY 2013 T W T F S S 1 7 8 2 9 3 4 5 6 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
19
Thursday
Friday
NOTES
Sunday
21
Saturday
20
22
23
DECEMBER 2012
Monday
24
Tuesday
25
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
Wednesday
26
Thursday
Friday
NOTES
Sunday
28
Saturday
27
29
30
It is everyday moral courage that sets an organization and its members apart.
31
Tuesday
01
NOVEMBER 2012 M T W T F S S 1 5 6 7 8 2 9 3 4
ORGANIZATIONAL CHANGE
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 M JANUARY 2013 T W T F S S 1 7 8 2 9 3 4 5 6 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
Wednesday
02
Thursday
Friday
NOTES
Sunday
04
Saturday
03
05
06
January
M T 1 7 8 W T 2 9 3 F 4 S 5 S 6
February
M T W T F 1 4 5 6 7 8 S 2 9 S 3 10
March
M T W T F 1 4 5 6 7 8 S 2 9 S 3 10
10 11 12 13
14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
April
M 1 8 T 2 9 W T 3 4 F 5 S 6 S 7
May
M T W T 1 6 7 8 2 9 F 3 S 4 S 5
June
M T W T F S 1 3 4 5 6 7 8 S 2 9
10 11 12 13 14
10 11 12
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
July
M 1 8 T 2 9 W T 3 4 F 5 S 6 S 7
August
M T W T 1 5 6 7 8 F 2 9 S 3 S 4
September
M T W T F S S 1 2 9 3 4 5 6 7 8
10 11 12 13 14
10 11
15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
10 11 12 13 14 15
16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
October
M T 1 7 8 W T 2 9 3 F 4 S 5 S 6
November
M T W T F 1 4 5 6 7 8 S 2 9 S 3 10
December
M T W T F S S 1 2 9 3 4 5 6 7 8
10 11 12 13
14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
10 11 12 13 14 15
16 17 18 19 20 21 22 23 24 25 26 27 28 29 30 31
STRATEGY DEVELOPMENT
A strategy is a long-term plan of action designed to achieve a particular goal.
Outcome Mapping
Knowledge Assets
Is your strategy for knowledge management enriched by regular knowledge audits? Auditing Knowledge
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?
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
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
MANAGEMENT TECHNIQUES
Leadership is the process of working out the right things to do. Management is the process of doing things right. Why, in knowledge-based economies, should high-performance organizations reconceptualize notions of corporate reputation? 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? Managing Corporate Reputation
New-Age Branding and the Public Sector Value Cycles for Development Outcomes
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
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? What is moral courage and why is it so often constrained in organizations? 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? Why do organizations need direction and control and based on what principles and practices might boards of directors better provide that? 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? Why is micromanagement mismanagement? Engaging Staff in the Workplace
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? Conducting Effective Meetings
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?
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.
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
Enriching Knowledge Management Coordination Improving Sector and Thematic Reporting Learning in Strategic Alliances
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
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
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? Why, in organizations, is it better to understand delegation as a web of tacit governance arrangements? 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
How can the public sector use Web 2.0 applications to forge, build, and deepen relationships?
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-today 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 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
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 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? By what process can one analyze and evaluate thinking to improve it? 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
Harvesting Knowledge
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
Electronic Subscriptions
Intersections is a quarterly e-newsletter that features and promotes innovative sector, thematic, and other practices in ADBs operations. http://adb.org/documents/periodicals/intersections/default.asp
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://adb.org/knowledge-management/news.asp
i.prompt.u is a monthly e-newsletter that aggregates knowledge products, events, and news of ADB-hosted communities of practice.
Knowledge Management Center Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Philippines Tel +63 2 632 6362 Fax +63 2 632 5236 knowledge@adb.org www.adb.org/knowledge-management/