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KNOWLEDGE SOLUTIONS
Tools, Methods, and Approaches to Drive Development Forward and Enhance Its Effects A competency approach befits knowledge management and learning. Knowledge Solutions are handy, quick reference guides to tools, methods, and approaches that propel development forward and enhance its effects. They fit in five comprehensive areas: (i) strategy development, (ii) management techniques, (iii) collaboration mechanisms, (iv) knowledge sharing and learning, and (v) knowledge capture and storage. In general, raising organizational performance is contingent on progress in all five areas; however, the Five Competencies Framework can also help determine priorities for immediate action by selecting the area that will yield the greatest benefits if improved. Handle with Knowledge: 2013 Planner will appeal to the development community and people interested in knowledge management and learning.
A LEARNING CHARTER
Even with the best of intentions, it is easy to lose track of ones plans in the busyness of daily life. To help solve this problem, please commit to three actions to promote knowledge management and learning in 2013. 1. 2. 3.
The best way to manage stocks and flows of knowledge is to cater at all times to the environment in which it can be identified, created, stored, shared, and used. Tools, methods, and approaches are needed to enable that. The Knowledge Solutions Mini-Series are shortcuts to recurring themes in the Knowledge Solutions collection at www.adb.org/knowledgesolutions.
Concept by Olivier Serrat, Principal Knowledge Management Specialist Leah Arboleda, Senior Knowledge Management Assistant Illustrations by Frances Marie Alcaraz Design and layout by Dennis Santos
M T W T 3 10 17 24 31 4 11 18 25 5 12 19 26
DECEMBER 2012
F 6 13 20 27 7 14 21 28 S 1 8 15 22 29
S 2 9 16 23 30
JANUARY 2013
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
DESIGN THINKING
The need for 21st-century mindsets and protocols has sparked interest in design thinking.
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31
TUE
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NOTES
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HARNESSING
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DECEMBER 2012
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S 2 9 16 23 30
JANUARY 2013
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
MON
TUE
WED
THU
10
FRI
11
SAT
12
NOTES
SUN
13
M T W T 3 10 17 24 31 4 11 18 25 5 12 19 26
DECEMBER 2012
F 6 13 20 27 7 14 21 28 S 1 8 15 22 29
SPARKING
S 2 9 16 23 30
JANUARY 2013
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
SOCIAL INNOVATIONS
In a shrinking world, social innovation can do much to foster smart, sustainable globalization.
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14
TUE
15
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16
THU
17
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18
SAT
19
NOTES
SUN
20
COMMUNITIES of PRACTICE
BUILDING
M T W T 3 10 17 24 31 4 11 18 25 5 12 19 26
DECEMBER 2012
F 6 13 20 27 7 14 21 28 S 1 8 15 22 29
S 2 9 16 23 30
JANUARY 2013
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
MON
21
TUE
22
WED
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THU
24
FRI
25
SAT
26
NOTES
Communities of practice ensure more effective creation and sharing of knowledge in identified domains.
SUN
27
M T W T 3 10 17 24 31 4 11 18 25 5 12 19 26
DECEMBER 2012
F 6 13 20 27 7 14 21 28 S 1 8 15 22 29
S 2 9 16 23 30
JANUARY 2013
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
MON
28
TUE
29
WED
30
THU
31
FRI
VIRTUAL TEAMS
Virtual teams are a factor of competitive advantage but their configurations raise unique challenges for managers.
MANAGING
SAT
NOTES
SUN
COMMUNITIES of PRACTICE
Healthy communities of practice leverage survey instruments.
SURVEYING
M T 1 7 8 14 15 21 22 28 29
JANUARY
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S 5 12 19 26
S 6 13 20 27
FEBRUARY 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MON
TUE
WED
THU
FRI
SAT
NOTES
SUN
10
M T 1 7 8 14 15 21 22 28 29
JANUARY
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
FEBRUARY 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MON
11
TUE
12
WED
13
THU
14
FRI
15
SAT
WORKING in TEAMS
16
NOTES
17
EFFECTIVE QUESTIONS
The art and science of questioning lies in knowing what question to ask when.
ASKING
M T 1 7 8 14 15 21 22 28 29
JANUARY
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
FEBRUARY 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MON
18
TUE
19
WED
20
THU
21
FRI
22
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NOTES
SUN
24
M T 1 7 8 14 15 21 22 28 29
JANUARY
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
FEBRUARY 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
MON
25
TUE
26
WED
27
THU
28
FRI
SAT
NOTES
SUN
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
MARCH 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
TUE
WED
THU
FRI
COLLABORATING with
WIKIS
SAT
NOTES
Wikis harness the power of collaborative minds to innovate faster, cocreate, and cut costs.
SUN
10
M T W T 4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
MARCH 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
11
TUE
12
CONDUCTING
WED
13
THU
14
FRI
15
SAT
16
NOTES
SUN
17
M T W T
EFFECTIVE MEETINGS
Many meetings waste time and fail to meet goals because they are poorly planned and managed.
CONDUCTING
4 11 18 25
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
MARCH 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
18
TUE
19
WED
20
THU
21
FRI
22
SAT
23
NOTES
SUN
24
M T W T 4 11 18 25
EFFECTIVE PRESENTATIONS
Simple planning and a little discipline can turn an ordinary presentation into a lively and engaging event.
CONDUCTING
F 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28
FEBRUARY
S 2 9 16 23
S 3 10 17 24
MARCH 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
25
TUE
26
WED
27
THU
28
FRI
29
SAT
30
NOTES
SUN
31
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
APRIL 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
MON
TUE
CONDUCTING
EXIT INTERVIEWS
Exit interviews explain why employees leave, what they liked in their job, and where the organization must improve.
WED
THU
FRI
SAT
NOTES
SUN
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
APRIL 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
MON
TUE
WED
10
THU
11
FRI
12
PEER ASSISTS
Peer assists let individuals share experiences, insights, and knowledge to promote collective learning.
CONDUCTING
SAT
13
NOTES
SUN
14
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
SUCCESSFUL RETREATS
CONDUCTING
S 2 9 16 23 30
S 3 10 17 24 31
APRIL 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
MON
15
TUE
16
WED
17
THU
18
Retreats allow teams to step away from routines and focus on concentrated discussions and strategic thinking.
FRI
19
SAT
20
NOTES
SUN
21
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
MARCH
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24 31
APRIL 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
MON
22
TUE
23
WED
24
THU
25
DISSEMINATING
KNOWLEDGE PRODUCTS
Dissemination is the interactive process of communicating knowledge to target audiences.
FRI
26
SAT
27
NOTES
SUN
28
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY 2013
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
MON
29
TUE
30
WED
THU
Feedback is the dynamic process of presenting and disseminating information to improve performance.
FRI
SAT
NOTES
SUN
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY 2013
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
MON
TUE
WED
THU
FRI
10
SAT
11
NOTES
SUN
12
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY 2013
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
MON
PLAIN ENGLISH
Using plain English saves time, makes writing easier, and improves understanding.
TUE
USING
13
14
WED
15
THU
16
FRI
17
SAT
18
NOTES
SUN
19
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY 2013
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
WRITING WEBLOGS
A weblog records dated commentaries, descriptions of events, or other materials such as graphics or videos.
MON
20
TUE
21
WED
22
THU
23
FRI
24
SAT
25
NOTES
SUN
26
APPRECIATIVE INQUIRY
Appreciative inquiry facilitates positive change in organizations.
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
APRIL
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MAY 2013
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
MON
27
TUE
28
WED
29
THU
30
FRI
31
SAT
NOTES
SUN
THE
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
TUE
WED
THU
FRI
SAT
NOTES
SUN
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
10
TUE
11
WED
12
THU
13
FRI
14
SAT
THE
15
NOTES
SUN
16
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
17
TUE
18
WED
19
THU
20
FRI
21
THE
SAT
22
NOTES
SUN
23
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
MAY
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
JUNE 2013
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
MON
24
TUE
25
WED
26
THU
27
FRI
28
SAT
SCAMPER TECHNIQUE
The SCAMPER technique uses a set of directed questions to resolve a problem (or meet an opportunity).
THE
29
NOTES
SUN
30
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
JULY 2013
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
MON
TUE
WED
WEARING
THU
FRI
SAT
NOTES
SUN
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
JULY 2013
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
DISTRIBUTING LEADERSHIP
Leadership is best considered as an outcome. It is defined by what one does, not who one is.
MON
TUE
WED
10
THU
11
FRI
12
SAT
13
NOTES
SUN
14
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
JULY 2013
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
MON
15
TUE
16
WED
17
THU
18
FRI
19
SAT
20
NOTES
EXERCISING
SERVANT LEADERSHIP
Servant leaders choose to serve first, and then lead, to expand service to individuals and organizations.
SUN
21
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
JULY 2013
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
MON
22
TUE
23
WED
24
THU
25
FRI
26
SAT
27
NOTES
SUN
28
M T W T 3 10 17 24 4 11 18 25 5 12 19 26
JUNE
6 13 20 27
7 14 21 28
S 1 8 15 22 29
S 2 9 16 23 30
JULY 2013
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
MON
29
TUE
30
WED
31
THU
FRI
SAT
NOTES
SUN
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
AUGUST 2013
M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25
SEPTEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
MON
TUE
WED
THU
FRI
BUILDING
NETWORKS of PRACTICE
Organizational boundaries have been stretched, morphed, and redesigned to a degree unimaginable 10 years ago.
SAT
10
NOTES
SUN
11
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
AUGUST 2013
M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25
SEPTEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
MON
12
TUE
13
WED
14
THU
15
FRI
16
PARTNERSHIPS
To create and run partnerships, one must understand the drivers of success and failure.
SAT
17
NOTES
SUN
18
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
AUGUST 2013
M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25
SEPTEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
MON
19
TUE
20
WED
21
THU
22
FRI
23
LEARNING in
STRATEGIC ALLIANCES
Above all, successful strategic alliances pay attention to learning priorities in alliance evolution.
SAT
24
NOTES
SUN
25
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
JULY
T 4 11 18 25
F 5 12 19 26
S 6 13 20 27
S 7 14 21 28
AUGUST 2013
M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25
SEPTEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
MON
26
TUE
27
WED
28
THU
29
FRI
30
SAT
31
NOTES
SUN
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
SEPTEMBER 2013
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MON
TUE
WED
THU
FRI
SAT
NOTES
SUN
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
SEPTEMBER 2013
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MON
TUE
10
WED
11
THU
12
FRI
13
SAT
14
NOTES
SUN
15
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
SEPTEMBER 2013
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MON
16
TUE
17
WED
18
THU
19
FRI
20
ENRICHING
SAT
21
NOTES
SUN
22
M T W T 1 5 6 7 8 12 13 14 15 19 20 21 22 26 27 28 29
AUGUST
F 2 9 16 23 30
S 3 10 17 24 31
S 4 11 18 25
SEPTEMBER 2013
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
MON
23
TUE
24
WED
25
THU
26
FRI
27
LINKING
SAT
RESEARCH to PRACTICE
To link research to practice, researchers must produce findings in a range of formats for varied audiences.
28
NOTES
SUN
29
M T W T
SEPTEMBER
F 4 11 18 25 5 12 19 26 6 13 20 27
RESEARCH ONLINE
To maximize the impact of research, researchers must make it available and intelligible to those who need it.
POSTING
2 9 16 23 30
3 10 17 24
S S 1 7 8 14 15 21 22 28 29
OCTOBER 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
MON
30
TUE
WED
THU
FRI
SAT
NOTES
SUN
M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25
SEPTEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
OCTOBER 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
PRIMER on
CORPORATE GOVERNANCE
Never before has the glare of the spotlight focused so much on boards of directors.
MON
TUE
WED
THU
10
FRI
11
SAT
12
NOTES
SUN
13
PRIMER on
M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25
SEPTEMBER
F 5 12 19 26 6 13 20 27
CORPORATE VALUES
Statements of corporate values suggest much work must be done before organizations draw real benefits from them.
S S 1 7 8 14 15 21 22 28 29
OCTOBER 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
MON
14
TUE
15
WED
16
THU
17
FRI
18
SAT
19
NOTES
SUN
20
M T W T 2 9 16 23 30 3 10 17 24 4 11 18 25
SEPTEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
OCTOBER 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
MON
21
TUE
22
WED
23
THU
24
FRI
25
SAT
PRIMER on
26
NOTES
ORGANIZATIONAL CULTURE
SUN
27
M T W T
SEPTEMBER
F 4 11 18 25 5 12 19 26 6 13 20 27
PRIMER on
ORGANIZATIONAL LEARNING
Organizations learn through individuals; yet, individual learning is conditioned by the learning system.
2 9 16 23 30
3 10 17 24
S S 1 7 8 14 15 21 22 28 29
OCTOBER 2013
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
MON
28
TUE
29
WED
30
THU
31
FRI
SAT
NOTES
SUN
PRIMER on
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
NOVEMBER 2013
M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25
DECEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
SOCIAL NEUROSCIENCE
Social neuroscience is fostering more comprehensive theories of the mechanisms that underlie human behavior.
MON
TUE
WED
THU
FRI
SAT
NOTES
SUN
10
PRIMER on
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
NOVEMBER 2013
M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25
DECEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
TALENT MANAGEMENT
To make talent happen, organizations must give it strategic and holistic attention.
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11
TUE
12
WED
13
THU
14
FRI
15
SAT
16
NOTES
SUN
17
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
NOVEMBER 2013
M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25
DECEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
MON
18
TUE
19
WED
20
THU
21
FRI
22
BUILDING
SAT
23
NOTES
SUN
24
M T 1 7 8 14 15 21 22 28 29
OCTOBER
W 2 9 16 23 30 T 3 10 17 24 31 F 4 11 18 25
S 5 12 19 26
S 6 13 20 27
NOVEMBER 2013
M T W T 2 9 16 23 30 3 10 17 24 31 4 11 18 25
DECEMBER
F 5 12 19 26 6 13 20 27
S S 1 7 8 14 15 21 22 28 29
MON
25
TUE
26
WED
27
THU
28
FRI
29
SAT
30
The act of delegating calls for and rests on trust.
SUN
NOTES
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
DECEMBER 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25
S 5 12 19 26
MON
TUE
WED
THU
FRI
SAT
NOTES
SUN
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
DECEMBER 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25
S 5 12 19 26
MON
TUE
10
WED
11
THU
12
FRI
13
SAT
14
NOTES
SUN
15
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
DECEMBER 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25
S 5 12 19 26
MON
16
TUE
17
WED
18
THU
19
FRI
20
SAT
21
NOTES
SUN
22
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
THE TRAVAILS of
MICROMANAGEMENT
S 2 9 16 23 30
S 3 10 17 24
DECEMBER 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25
S 5 12 19 26
MON
23
TUE
24
WED
25
Micromanagement is mismanagement.
THU
26
FRI
27
SAT
28
NOTES
SUN
29
M T W T 4 11 18 25 5 12 19 26 6 13 20 27
NOVEMBER
7 14 21 28 F 1 8 15 22 29
S 2 9 16 23 30
S 3 10 17 24
DECEMBER 2013
M T W 1 6 7 8 13 14 15 20 21 22 27 28 29
JANUARY 2014
T 2 9 16 23 30 F 3 10 17 24 31 S 4 11 18 25
S 5 12 19 26
MON
30
TUE
31
WED
THU
FRI
SAT
NOTES
SUN
T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
S S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28
T W T
S 1 3 4 5 6 7 8 10 11 12 13 14 15 17 18 19 20 21 22 24 25 26 27 28 29 31
T W T
S 2 9 16 23 30
T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T F S S 3 4 5 6 10 11 12 13 17 18 19 20 24 25 26 27
T W T F S 1 2 3 5 6 7 8 9 10 12 13 14 15 16 17 19 20 21 22 23 24 26 27 28 29 30 31
S 4 11 18 25
S 1 2 3 4 5 6 7 8 9 10 11 12 13 14 15 16 17 18 19 20 21 22 23 24 25 26 27 28 29 30
T W T
STRATEGY DEVELOPMENT
A strategy is a long-term plan of action designed to achieve a particular goal.
T 1 7 8 14 15 21 22 28 29
W 2 9 16 23 30
T F S S 3 4 5 6 10 11 12 13 17 18 19 20 24 25 26 27 31
F 1 4 5 6 7 8 11 12 13 14 15 18 19 20 21 22 25 26 27 28 29
T W T
S 2 9 16 23 30
S 3 10 17 24 31
with appreciation of their distinctive ideas, beliefs, values, and knowledge? to monitor and evaluate performance?
> How can it utilize stories of significant change > How might it shift the focus from changes
Technique
in state to changes in behaviors, relationships, actions, and activities? nature of decision making to investigate how power and authority affect economic choices in a society? of livelihoods and appreciation of the factors that constrain or enhance these as well as their relationships?
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24
T F S S 4 5 6 7 11 12 13 14 18 19 20 21 25 26 27 28
T W 1 6 7 8 13 14 15 20 21 22 27 28 29
T 2 9 16 23 30
F 3 10 17 24 31
S 4 11 18 25
S 5 12 19 26
Approach
S 1 3 4 5 6 7 8 10 11 12 13 14 15 17 18 19 20 21 22 24 25 26 27 28 29
T W T
S 2 9 16 23 30
M 1 8 15 22 29
T 2 9 16 23 30
W 3 10 17 24 31
T F S S 4 5 6 7 11 12 13 14 18 19 20 21 25 26 27 28
> Does it maintain a balance between strategizing > From Strategy to Practice
Partnerships
at requisite levels?
KNOWLEDGE ASSETS
> Is your strategy for knowledge management
MANAGEMENT TECHNIQUES
> Auditing Knowledge > Enhancing Knowledge
Leadership is the process of working out the right things to do. Management is the process of doing things right.
to systematically review, evaluate, prioritize, sequence, manage, redirect and, if necessary, even cancel strategic initiatives? by policy, strategy, planning, and tactics? How can your knowledge products be made available in a flexible range of formats in recognition of the varied needs of consumers? true value?
Management Strategies
should high-performance organizations reconceptualize notions of corporate reputation? organizational behavior and behavioral change? of knowledge services and knowledge solutions through delivery platforms?
Reputation
> How might we embrace branding to drive > Do value cycles maximize the potential > A Primer on Intellectual Capital
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? to effect changes in the behavior of individuals or groups?
and-effect relationships underlying problems? to be generated and applied in management processes? meet an opportunity, or turn a tired idea into something new and different?
> How might one brainstorm to resolve a problem, > The SCAMPER Technique
ORGANIZATIONAL LEARNING
> How can a strategy support and energize
> By what effective questioning might you reap > Building a Learning
organization, people, knowledge, and technology for learning? to support policy, strategy, and operational changes? them part of the solution instead of part of the problem? of competencies to learn for change?
Organization
insights into strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage? sense and decision making in multiple contexts?
to Learning
LINEAR THINKING
> How can we manage for results with a coherent > Crafting a Knowledge
resources, scope, quality, and actions as common parameters of project performance? oriented planning that structures the main elements in a project, highlighting linkages between intended inputs, planned activities, and expected results?
TALENT MANAGEMENT
> Do you manage meetings before, during,
and after, with appreciation of their different kinds, to make them productive and fun? and brainpower on selecting managers than on anything else? who already know how valuable they are? to make the most of their deepest skills and perform best?
of performance measurement and how might one improve the state of the art?
Measurement
in the Workplace
ORGANIZATIONAL CHANGE
> In what ways do organizations benefit from staff > Engaging Staff
to change and secure as much discretionary effort as possible? what rationale is there for bottom-up approaches? constrained in organizations?
to emphasize the importance of interpersonal contact, open appreciation, and recognition and build civility and performance in the workplace? attention to make it happen?
> How can one give talent strategic and holistic > Do you have the ability, capacity, skill,
> What is moral courage and why is it so often > How do we get the right knowledge to the right
or self-perceived ability to identify, assess, and manage the emotions of yourself, of others, and of groups?
Emotional Intelligence
people at the right time, and help them (with incentives) to apply it in ways that strive to improve organizational performance? in knowledge management?
Management
COLLABORATION MECHANISMS
> Picking Investments
> Why do organizations need direction and control > A Primer on Corporate
When working with others, efforts sometimes turn out to be less than the sum of the parts. Too often, not enough attention is paid to facilitating effective collaborative practices.
and based on what principles and practices might boards of directors better provide that? culture and what is the role of organizational learning for change?
COLLABORATIVE TOOLS
> How do you harness the power of collaborative > How does one represent, link, and arrange
Culture
minds to innovate faster, cocreate, and cut costs? concepts, themes, or tasks under a central topic? of teams?
> Collaborating with Wikis > Drawing Mind Maps > Wearing Six Thinking Hats
Learning
> How do new knowledge management paradigms > The Roots of an Emerging
compare with the old, and what new structures and managerial attitudes do they require?
Discipline
> Why should we drive management innovation? > Why is micromanagement mismanagement?
in Management
of Micromanagement
interacting people to ensure more effective creation and sharing of knowledge in a domain? can one decentralize the span of knowledge coordination?
of Practice
Management Coordination
> How can communities of practice report better? > Improving Sector > Why should strategic alliances manage
> How can we organize and coordinate with effect > Managing Virtual Teams
the partnership, not just the agreement, for collaborative advantage? comprehensive theories of the mechanisms that underlie human behavior? of communities of practice?
a group whose members are not in the same location or time zone, and may not even work for the same organization? behavior and decision making?
> What role can corporate values play in guiding > A Primer on Social
Neuroscience
of Practice
LEADERSHIP
> How should we earn, develop, and retain trust
an outcome, not an input to business processes and performance? to serve first, and then lead, as a way of expanding service to individuals and organizations? in the public sector?
association, useful models of learning and change to reflect on the dimensions of a learning organization? commitment to learning, against which provision and practice can be tested and serve as a waymark with which to guide, monitor, and evaluate progress? to creativity and innovation that drive or impede enterprise in organizations? on learning outcomes?
Organization
SOCIAL INNOVATIONS
> By what process can one unearth what works
pressing unmet needs and improve people's lives to foster smart, sustainable globalization?
> How might event planners shine a light > How can the public sector use Web 2.0
TEAMWORK
> How do you enable small groups to work
regularly and collectively on complicated problems, take action, and learn as individuals and as a team while doing so? cross-functional teams?
> How might one bridge silos to promote effective > What are the roots of organizational conflict
environments and design principles improve e-learning interventions? and empower employees, build commitment, increase productivity, grow talent, and promote success? toward which learning and development can be extended to improve their insights, attitudes, and skills?
and how might complexity thinking help capitalize on its functions and dysfunctions? delegation as a web of tacit governance arrangements? in organizations?
for Management
in the Workplace
LEARNING LESSONS
> How do you know what question to ask when? > When a critical milestone has been reached, > Asking Effective Questions > Conducting After-Action
why should we discuss successes and failures in an open and honest fashion? activities to think about the future?
KNOWLEDGE HARVESTING
> How do you garner feedback on why employees > Conducting Exit Interviews
> How does one step back from day-to-day > How can individuals come together to share
Retreats
leave, what they liked about their job, and where the organization needs improvement? help solve practical problems? thinking to improve it?
> How can the study of critical incidents > By what process can one analyze and evaluate > What, in simple terms, are the most common
> The Critical Incident Technique > Critical Thinking > Glossary of Knowledge
> Is failure a way to an opportunity? > How can one suggest that a process
or methodology that has been shown to be effective in one part of an organization and might be effective in another, too? block in learning organizations?
Good Practices
Management
> How do you draw out and package tacit > Learning from Evaluation > Learning Histories
> How might evaluation serve as a foundation > How might one surface the thinking,
knowledge to help others adapt, personalize, and apply it; build organizational capacity; and preserve institutional memory? from social reminiscing?
experiments, and arguments of actors who engaged in organizational change? as a communication tool to value, share, and capitalize on the knowledge of individuals?
> Why might groups and organizations benefit > Why should one cut information overload
> On Second Thought > Showcasing Knowledge > Staff Profile Pages
> Storytelling
DISSEMINATION
> How can an ordinary presentation become
directories that store information about the knowledge, skills, experience, and interests of people? work?
Presentations Products
communicate knowledge to target audiences to lead to change? and implementation of policy research? research findings?
REPORTING
> How can one garner feedback from executing
> How can we enrich the definition, design, > How do you employ the internet to disseminate > How do we save time in writing, make writing
> Enriching Policy with Research > Posting Research Online > Using Plain English
agencies on the effectiveness of assistance in capacity development? might you promote learning before, during, and after to document accomplishments as well as bottlenecks?
TECHNOLOGY PLATFORMS
> How can groups discuss electronically
areas of interest and review different opinions and information surrounding a topic?
ELECTRONIC SUBSCRIPTIONS
Intersections is a quarterly e-newsletter that features and promotes innovative sector, thematic, and other practices in ADBs operations. http://community.icontact.com/p/knowledgemanagementcenter/ newsletters/intersections-archives
knowledge@ADB is a monthly e-newsletter that features knowledge and research publications, information and instructive materials, blogs, video and multimedia, presentations, and forthcoming products of ADB. http://community.icontact.com/p/knowledgemanagementcenter/ newsletters/knowledge-at-adb-archives
i.prompt.u is a monthly e-newsletter that aggregates knowledge products, events, and news of ADB-hosted communities of practice.
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.
DEVELOPMENT BANK
ADBs vision is an Asia and Pacific region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their people. Despite the regions many successes, it remains home to two-thirds of the worlds poor: 1.8 billion people who live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclusive economic growth, environmentally sustainable growth, and regional integration. Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.
Knowledge Management Center Asian Development Bank 6 ADB Avenue, Mandaluyong City 1550 Metro Manila, Philippines Tel +63 2 632 6710 Fax +63 2 632 5264 knowledge@adb.org www.adb.org/knowledge-management/ Publication Stock No. ARM114184
February 2012 Printed in the Philippines