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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
Knowledge Solutions
Strategy Development
www.adb.org/knowledgesolutions/
To link research to practice, researchers must produce findings in a range of formats for varied audiences.
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Tuesday 28
February 2011
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Wednesday 29
Notes
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Saturday 1
Sunday 2
To create and run partnerships, one must understand the drivers of success and failure.
January 2011
3
Monday
M 6
December 2010
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February 2011
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Scenario building enables managers to invent and consider stories of equally plausible futures.
January 2011
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Monday
M 6
December 2010
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February 2011
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Wednesday
Notes
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Sunday 16
Auditing Knowledge
Knowledge audits help organizations identify their knowledge-based assets and develop strategies to manage them.
January 2011
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Monday
M 6
December 2010
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M 7
February 2011
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Notes
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The sustainable livelihoods approach improves understanding of the livelihoods of the poor.
January 2011
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December 2010
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February 2011
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Notes
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Outcome Mapping
JanuaryFebruary 2011
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January 2011
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March 2011
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Culture Theory
Culture theory promotes development where group relationships predominate and individualism is tempered.
February 2011
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January 2011
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March 2011
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Sunday 13
The Most Significant Change technique helps monitor and evaluate the performance of projects and programs.
February 2011
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January 2011
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March 2011
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Sunday 20
Social network analysis focuses on actors and the relationships between them in a specific social context.
February 2011
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January 2011
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March 2011
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FebruaryMarch 2011
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February 2011
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April 2011
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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/
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
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M 4 T 5
April 2011
W 6 T 7 F 1 8 S 2 9 S 3 10
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Notes
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Thursday
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Sunday 13
Knowledge workers are assets and should be managed as though they were partners (or at least volunteers).
March 2011
14
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M 7
February 2011
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April 2011
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Notes
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Sunday 20
Focusing on key parameters of project performance can ensure that scarce funding is applied to effective projects.
March 2011
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M 7
February 2011
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M 4 T 5
April 2011
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Notes
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Sunday 27
Knowledge management is getting the right knowledge to the right people at the right time, and helping apply it.
MarchApril 2011
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March 2011
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May 2011
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Notes
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Sunday 3
The reframing matrix enables different views to be generated and used to solve problems.
April 2011
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M 7 T 1 8
March 2011
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M 2 9 T 3
May 2011
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Sunday 10
April 2011
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M 7 T 1 8
March 2011
W 2 9 T 3 F 4 S 5 S 6
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M 2 9 T 3
May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15
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Notes
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Sunday 17
The Five Whys is a questionasking technique that explores the cause-and-effect relationships underlying problems.
April 2011
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March 2011
W 2 9 T 3 F 4 S 5 S 6
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May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15
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Sunday 24
The SCAMPER technique uses a set of directed questions to resolve a problem (or meet an opportunity).
AprilMay 2011
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April 2011
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June 2011
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Sunday 1
Many meetings waste time and fail to meet goals because they are poorly planned and managed.
May 2011
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M 4 T 5
April 2011
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M 6 T 7
June 2011
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Sunday 8
Management by walking around emphasizes interpersonal contact, open appreciation, and recognition.
May 2011
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M 4 T 5
April 2011
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M 6 T 7
June 2011
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Notes
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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/
Communities of practice ensure more effective creation and sharing of knowledge in identified domains.
May 2011
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M 4 T 5
April 2011
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M 6 T 7
June 2011
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Notes
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Sunday 22
Action Learning
Action learning enables groups to work on complicated problems, act, and learn as individuals and as teams.
May 2011
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M 4 T 5
April 2011
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M 6 T 7
June 2011
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Notes
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Sunday 29
Appreciative Inquiry
MayJune 2011
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M 2 9 T 3
May 2011
W 4 T 5 F 6 S 7 S 1 8 10 11 12 13 14 15
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M 4 T 5
July 2011
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Notes
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Sunday 5
Working in Teams
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
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Tuesday
M 4 T 5
July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10
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Wednesday
Notes
Thursday
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Friday
Saturday 11
Sunday 12
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
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Tuesday
M 4 T 5
July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10
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Wednesday
Notes
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Sunday 19
Wikis harness the power of collaborative minds to innovate faster, cocreate, and cut costs.
June 2011
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M 2 9 T 3
May 2011
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M 4 T 5
July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10
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Notes
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Sunday 26
The Six Thinking Hats technique helps actualize the thinking potential of teams.
JuneJuly 2011
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M 6 T 7
June 2011
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M 1 8 T 2 9
August 2011
W 3 T 4 F 5 S 6 S 7
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Notes
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Friday
Saturday 2
Sunday 3
Virtual teams are factors of competitive advantage but their configurations raise unique challenges for managers.
July 2011
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M 6 T 7
June 2011
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Tuesday
M 1 8 T 2 9
August 2011
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Notes
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Friday
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Sunday 10
High-performance organizations earn, develop, and retain trust for superior results.
July 2011
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M 6 T 7
June 2011
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M 1 8 T 2 9
August 2011
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Notes
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Sunday 17
In 21st century organizations, keeping the wheel of learning in motion is the primary task of a leader.
July 2011
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M 6 T 7
June 2011
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M 1 8 T 2 9
August 2011
W 3 T 4 F 5 S 6 S 7
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Notes
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Sunday 24
Above all, successful strategic alliances pay attention to learning priorities in alliance evolution.
July 2011
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M 6 T 7
June 2011
W 1 8 T 2 9 F 3 S 4 S 5
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M 1 8 T 2 9
August 2011
W 3 T 4 F 5 S 6 S 7
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Notes
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Sunday 31
Two-way communications that take place simply and effectively build knowledge.
www.adb.org/knowledgesolutions/
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
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M 5
September 2011
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Notes
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Saturday 6
Sunday 7
After-action reviews and retrospects bring teams together to facilitate learning and support continuous improvement.
August 2011
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M 4 T 5
July 2011
W 6 T 7 F 1 8 S 2 9 S 3 10
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Tuesday
M 5
September 2011
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Notes
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Saturday 13
Sunday 14
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
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M 5
September 2011
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Notes
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Sunday 21
To maximize the impact of research, researchers must make it available and intelligible to those who need it.
August 2011
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M 4 T 5
July 2011
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M 5
September 2011
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Notes
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Sunday 28
Storytelling
Storytelling is the use of stories or narratives to value, share, and capitalize on the knowledge of individuals.
AugustSeptember 2011
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August 2011
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M 3 T 4
October 2011
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Notes
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Saturday 3
Sunday 4
Good practice is something that has worked in one part of the organization and might be effective in another.
September 2011
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M 1 8 T 2 9
August 2011
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Tuesday
M 3 T 4
October 2011
W 5 T 6 F 7 S 1 8 S 2 9
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Saturday 10
Sunday 11
Retreats allow teams to step away from routines and focus on concentrated discussions and strategic thinking.
September 2011
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M 1 8 T 2 9
August 2011
W 3 T 4 F 5 S 6 S 7
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M 3 T 4
October 2011
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Notes
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Sunday 18
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
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M 3 T 4
October 2011
W 5 T 6 F 7 S 1 8 S 2 9
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Notes
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Saturday 24
Sunday 25
Organizational boundaries have been stretched, morphed, and redesigned to a degree unimaginable 10 years ago.
SeptemberOctober 2011
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M 5
September 2011
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Tuesday
M 7
November 2011
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Notes
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Saturday 1
Sunday 2
Useful models for learning and change can be leveraged to reflect on the overall system of an organization.
October 2011
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Monday
M 5
September 2011
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Tuesday
M 7
November 2011
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Notes
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Friday
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Sunday 9
October 2011
10
Monday
M 5
September 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4
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Tuesday
M 7
November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6
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Notes
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Sunday 16
Evaluation for learning is the area where observers find the greatest need today and tomorrow.
October 2011
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M 5
September 2011
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Tuesday
M 7
November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6
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Notes
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Sunday 23
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
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Tuesday
M 7
November 2011
T 1 8 W 2 9 T 3 F 4 S 5 S 6
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Notes
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Saturday 29
Sunday 30
www.adb.org/knowledgesolutions/
Exit interviews explain why employees leave, what they liked in their job, and where the organization must improve.
OctoberNovember 2011
31
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M 3 T 4
October 2011
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Tuesday
M 5
December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4
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Notes
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Friday
Saturday 5
Sunday 6
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
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Tuesday
M 5
December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4
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Wednesday
Notes
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Thursday
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Friday
Saturday 12
Sunday 13
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
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Tuesday
M 5
December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4
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Notes
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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
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Tuesday
M 5
December 2011
T 6 W 7 T 1 8 F 2 9 S 3 S 4
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Notes
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Sunday 27
The knowledge management discipline can be cryptic but its common concepts should be described in simple terms.
NovemberDecember 2011
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M 7
November 2011
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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 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
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
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
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
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?
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?
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?
Learning Lessons with Knowledge Audits Overcoming Roadblocks to Learning Seeking Feedback on Learning for Change
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?
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
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?
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
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?
Growing Managers, Not Bosses Leading Top Talent in the Workplace Managing Knowledge Workers Managing by Walking Around
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
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?
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?
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?
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
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
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?
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
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?
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?
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
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/