Handle with Knowledge 2011 Planner

Abstract

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. Each week, the Handle with Knowledge Planners draw attention to one Knowledge Solutions article; the planners will appeal to the development community and people interested in knowledge management and learning.

Full text

Handle
with Knowledge
2011
PLANNER
Knowledge
Solutions
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Personal Data
Name
Address
Tel Fax
E-mail Skype Address
Knowledge Solutions
Tools, Methods, and Approaches to Drive Development Forward and Enhance Its E ects
A competency approach befi ts knowledge management and learning. Knowledge Solutions
are handy, quick reference guides to tools, methods, and approaches that propel development
forward and enhance its e ects. They fi t in fi ve 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 fi ne areas; however, the Five Competencies Framework can also help determine
priorities for immediate action by selecting the area that will yield the greatest benefi ts 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 one’s 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
Fax
Fax
Fax
Tel
E-mail Skype Address
E-mail Skype Address
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Handle with Knowledge
2011 Planner
Knowledge
Solutions
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www.adb.org/knowledgesolutions/
STRATEGY
DEVELOPMENT
A strategy
is a long-term plan of action
designed to achieve
a particular goal.
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To link research to practice,
researchers must produce ndings
in a range of formats
for varied audiences.
Linking Research to Practice
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February 2011
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To create and run partnerships,
one must understand the drivers
of success and failure.
Creating and
Running Partnerships
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January 2011
December 2010
February 2011
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Scenario building enables managers
to invent and consider stories
of equally plausible futures.
Reading the Future
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January 2011
February 2011
December 2010
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Knowledge audits help organizations
identify their knowledge-based assets
and develop strategies to manage them.
Auditing Knowledge
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January 2011
December 2010
February 2011
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The sustainable livelihoods approach
improves understanding
of the livelihoods of the poor.
The Sustainable
Livelihoods Approach
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January 2011
December 2010
February 2011
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Outcome mapping focuses
on changes in behaviors, relationships,
actions, and activities.
Outcome Mapping
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January–February 2011
January 2011
March 2011
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Culture theory promotes development
where group relationships predominate
and individualism is tempered.
Culture Theory
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February 2011
January 2011
March 2011
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The Most Signicant Change technique
helps monitor and evaluate
the performance of projects and programs.
The Most Significant
Change Technique
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February 2011
January 2011
March 2011
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Social network analysis focuses
on actors and the relationships between them
in a specic social context.
Social Network Analysis
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February 2011
January 2011
March 2011
calendar-(8.5x5.5)CMYK.indd 23 12/21/2010 10:18:03 AM

Dening roadblocks to learning
is half the bale to removing them.
Overcoming Roadblocks
to Learning
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February–March 2011
February 2011
April 2011
calendar-(8.5x5.5)CMYK.indd 25 12/21/2010 10:18:04 AM

calendar-(8.5x5.5)CMYK.indd 26 12/21/2010 10:18:04 AM

www.adb.org/knowledgesolutions/
MANAGEMENT
TECHNIQUES
Leadership is the process
of working out the right things to do.
Management is the process
of doing things right.
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Logic models structure projects
to highlight linkages between inputs,
activities, and results.
Output Accomplishment
and the Design
and Monitoring Framework
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March 2011
February 2011
April 2011
calendar-(8.5x5.5)CMYK.indd 29 12/21/2010 10:18:11 AM

Knowledge workers are assets
and should be managed as though
they were partners (or at least volunteers).
Managing Knowledge Workers
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March 2011
February 2011
April 2011
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Focusing on key parameters
of project performance can ensure
that scarce funding is applied
to eective projects.
Focusing on Project Metrics
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March 2011
February 2011
April 2011
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Knowledge management is geing
the right knowledge to the right people
at the right time, and helping apply it.
Notions of
Knowledge Management
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March–April 2011
March 2011
May 2011
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The reframing matrix
enables dierent views to be generated
and used to solve problems.
The Reframing Matrix
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April 2011
March 2011
May 2011
calendar-(8.5x5.5)CMYK.indd 37 12/21/2010 10:18:15 AM

When prioritizing investments
in knowledge management,
common traps lie waiting.
Picking Investments
in Knowledge Management
calendar-(8.5x5.5)CMYK.indd 38 12/21/2010 10:18:15 AM

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April 2011
March 2011
May 2011
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The Five Whys
is a question–asking technique that explores
the cause-and-eect relationships
underlying problems.
The Five Whys Technique
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April 2011
March 2011
May 2011
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The SCAMPER technique
uses a set of directed questions
to resolve a problem
(or meet an opportunity).
The SCAMPER Technique
calendar-(8.5x5.5)CMYK.indd 42 12/21/2010 10:18:17 AM

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April–May 2011
April 2011
June 2011
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Many meetings waste time
and fail to meet goals because
they are poorly planned and managed.
Conducting Effective Meetings
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May 2011
April 2011
June 2011
calendar-(8.5x5.5)CMYK.indd 45 12/21/2010 10:18:19 AM

Management by walking around
emphasizes interpersonal contact,
open appreciation, and recognition.
Managing by Walking Around
calendar-(8.5x5.5)CMYK.indd 46 12/21/2010 10:18:19 AM

Monday
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Notes
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May 2011
April 2011
June 2011
calendar-(8.5x5.5)CMYK.indd 47 12/21/2010 10:18:20 AM

calendar-(8.5x5.5)CMYK.indd 48 12/21/2010 10:18:20 AM

www.adb.org/knowledgesolutions/
COLLABORATION
MECHANISMS
When working with others,
eff orts sometimes turn out
to be less than the sum of the parts.
Too often, not enough attention
is paid to facilitating
eff ective collaborative practices.
calendar-(8.5x5.5)CMYK.indd 49 12/21/2010 10:18:26 AM

Communities of practice ensure
more eective creation and sharing
of knowledge in identied domains.
Building Communities of Practice
calendar-(8.5x5.5)CMYK.indd 50 12/21/2010 10:18:26 AM

Monday
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Notes
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May 2011
April 2011
June 2011
16
17
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21
22
calendar-(8.5x5.5)CMYK.indd 51 12/21/2010 10:18:27 AM

Action learning enables groups
to work on complicated problems, act,
and learn as individuals and as teams.
Action Learning
calendar-(8.5x5.5)CMYK.indd 52 12/21/2010 10:18:28 AM

Monday
Tuesday
Wednesday
Notes
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May 2011
April 2011
June 2011
calendar-(8.5x5.5)CMYK.indd 53 12/21/2010 10:18:28 AM

Appreciative inquiry
facilitates positive change
in organizations.
Appreciative Inquiry
calendar-(8.5x5.5)CMYK.indd 54 12/21/2010 10:18:29 AM

Monday
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Notes
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May–June 2011
May 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 55 12/21/2010 10:18:29 AM

Cooperative work by a team
can produce remarkable results.
Working in Teams
calendar-(8.5x5.5)CMYK.indd 56 12/21/2010 10:18:30 AM

Monday
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Notes
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June 2011
May 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 57 12/21/2010 10:18:30 AM

Mind maps represent, link,
and arrange concepts, themes, or tasks
radially from a central topic.
Drawing Mind Maps
calendar-(8.5x5.5)CMYK.indd 58 12/21/2010 10:18:31 AM

Monday
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Notes
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June 2011
May 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 59 12/21/2010 10:18:31 AM

Wikis harness the power
of collaborative minds
to innovate faster, cocreate,
and cut costs.
Collaborating with Wikis
calendar-(8.5x5.5)CMYK.indd 60 12/21/2010 10:18:32 AM

Monday
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Notes
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June 2011
May 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 61 12/21/2010 10:18:32 AM

The Six Thinking Hats technique
helps actualize the thinking potential
of teams.
Wearing Six Thinking Hats
calendar-(8.5x5.5)CMYK.indd 62 12/21/2010 10:18:33 AM

Monday
Tuesday
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Notes
Thursday
Friday
Saturday
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27
28
29
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June–July 2011
June 2011
August 2011
calendar-(8.5x5.5)CMYK.indd 63 12/21/2010 10:18:33 AM

Virtual teams are factors
of competitive advantage
but their congurations
raise unique challenges for managers.
Managing Virtual Teams
calendar-(8.5x5.5)CMYK.indd 64 12/21/2010 10:18:34 AM

Monday
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July 2011
June 2011
August 2011
calendar-(8.5x5.5)CMYK.indd 65 12/21/2010 10:18:34 AM

High-performance organizations
earn, develop, and retain trust
for superior results.
Building Trust in the Workplace
calendar-(8.5x5.5)CMYK.indd 66 12/21/2010 10:18:35 AM

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July 2011
June 2011
August 2011
calendar-(8.5x5.5)CMYK.indd 67 12/21/2010 10:18:35 AM

In 21st century organizations,
keeping the wheel of learning in motion
is the primary task of a leader.
Leading in the Workplace
calendar-(8.5x5.5)CMYK.indd 68 12/21/2010 10:18:36 AM

Monday
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August 2011
July 2011
June 2011
calendar-(8.5x5.5)CMYK.indd 69 12/21/2010 10:18:36 AM

Above all, successful strategic alliances
pay aention to learning priorities
in alliance evolution.
Learning in Strategic Alliances
calendar-(8.5x5.5)CMYK.indd 70 12/21/2010 10:18:37 AM

Monday
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August 2011
July 2011
June 2011
calendar-(8.5x5.5)CMYK.indd 71 12/21/2010 10:18:37 AM

calendar-(8.5x5.5)CMYK.indd 72 12/21/2010 10:18:37 AM

www.adb.org/knowledgesolutions/
KNOWLEDGE
SHARING
AND LEARNING
Two-way communications
that take place simply
and eff ectively build knowledge.
calendar-(8.5x5.5)CMYK.indd 73 12/21/2010 10:18:44 AM

Peer assists let individuals
share experiences, insights, and knowledge
to promote collective learning.
Conducting Peer Assists
calendar-(8.5x5.5)CMYK.indd 74 12/21/2010 10:18:44 AM

Monday
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September 2011
August 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 75 12/21/2010 10:18:45 AM

Aer-action reviews and retrospects
bring teams together to facilitate learning
and support continuous improvement.
Conducting After-Action
Reviews and Retrospects
calendar-(8.5x5.5)CMYK.indd 76 12/21/2010 10:18:45 AM

Monday
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September 2011
August 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 77 12/21/2010 10:18:46 AM

Using plain English
saves time, makes writing easier,
and improves understanding.
Using Plain English
calendar-(8.5x5.5)CMYK.indd 78 12/21/2010 10:18:46 AM

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September 2011
August 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 79 12/21/2010 10:18:47 AM

To maximize the impact of research,
researchers must make it available
and intelligible to those who need it.
Posting Research Online
calendar-(8.5x5.5)CMYK.indd 80 12/21/2010 10:18:47 AM

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September 2011
August 2011
July 2011
calendar-(8.5x5.5)CMYK.indd 81 12/21/2010 10:18:48 AM

Storytelling is the use of stories
or narratives to value, share, and capitalize
on the knowledge of individuals.
Storytelling
calendar-(8.5x5.5)CMYK.indd 82 12/21/2010 10:18:48 AM

Monday
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August–September 2011
October 2011
August 2011
calendar-(8.5x5.5)CMYK.indd 83 12/21/2010 10:18:49 AM

Good practice is something that has worked
in one part of the organization
and might be eective in another.
Identifying and Sharing
Good Practices
calendar-(8.5x5.5)CMYK.indd 84 12/21/2010 10:18:49 AM

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October 2011
September 2011
August 2011
calendar-(8.5x5.5)CMYK.indd 85 12/21/2010 10:18:50 AM

Retreats allow teams
to step away from routines
and focus on concentrated discussions
and strategic thinking.
Conducting Successful Retreats
calendar-(8.5x5.5)CMYK.indd 86 12/21/2010 10:18:50 AM

Monday
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Notes
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October 2011
September 2011
August 2011
calendar-(8.5x5.5)CMYK.indd 87 12/21/2010 10:18:51 AM

Simple planning and a lile discipline
can turn an ordinary presentation
into a lively and engaging event.
Conducting
Effective Presentations
calendar-(8.5x5.5)CMYK.indd 88 12/21/2010 10:18:51 AM

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October 2011
September 2011
August 2011
calendar-(8.5x5.5)CMYK.indd 89 12/21/2010 10:18:52 AM

Organizational boundaries
have been stretched, morphed,
and redesigned to a degree unimaginable
10 years ago.
Building Networks of Practice
calendar-(8.5x5.5)CMYK.indd 90 12/21/2010 10:18:52 AM

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September–October 2011
November 2011
September 2011
calendar-(8.5x5.5)CMYK.indd 91 12/21/2010 10:18:53 AM

Useful models for learning and change
can be leveraged to reect
on the overall system of an organization.
Dimensions
of the Learning Organization
calendar-(8.5x5.5)CMYK.indd 92 12/21/2010 10:18:53 AM

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November 2011
October 2011
September 2011
calendar-(8.5x5.5)CMYK.indd 93 12/21/2010 10:18:54 AM

Dissemination is the interactive process
of communicating knowledge
to target audiences.
Disseminating
Knowledge Products
calendar-(8.5x5.5)CMYK.indd 94 12/21/2010 10:18:54 AM

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November 2011
October 2011
September 2011
calendar-(8.5x5.5)CMYK.indd 95 12/21/2010 10:18:55 AM

Evaluation for learning
is the area where observers nd
the greatest need today and tomorrow.
Learning from Evaluation
calendar-(8.5x5.5)CMYK.indd 96 12/21/2010 10:18:55 AM

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November 2011
October 2011
September 2011
calendar-(8.5x5.5)CMYK.indd 97 12/21/2010 10:18:56 AM

To improve the insights, aitudes,
and skills of managers, one should identify
what their responsibilities are.
Learning and Development
for Management
calendar-(8.5x5.5)CMYK.indd 98 12/21/2010 10:18:56 AM

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November 2011
October 2011
September 2011
calendar-(8.5x5.5)CMYK.indd 99 12/21/2010 10:18:57 AM

calendar-(8.5x5.5)CMYK.indd 100 12/21/2010 10:18:57 AM

www.adb.org/knowledgesolutions/
KNOWLEDGE
CAPTURE
AND STORAGE
Knowledge leaks in various ways
at various times.
calendar-(8.5x5.5)CMYK.indd 101 12/21/2010 10:19:03 AM

Exit interviews explain why employees leave,
what they liked in their job,
and where the organization must improve.
Conducting Exit Interviews
calendar-(8.5x5.5)CMYK.indd 102 12/21/2010 10:19:04 AM

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October–November 2011
December 2011
October 2011
calendar-(8.5x5.5)CMYK.indd 103 12/21/2010 10:19:04 AM

Feedback is the dynamic process
of presenting and disseminating
information to improve performance.
Monthly Progress Notes
calendar-(8.5x5.5)CMYK.indd 104 12/21/2010 10:19:05 AM

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December 2011
November 2011
October 2011
calendar-(8.5x5.5)CMYK.indd 105 12/21/2010 10:19:05 AM

Sta prole pages store data
about the knowledge, skills,
experience, and interests of people.
Staff Profile Pages
calendar-(8.5x5.5)CMYK.indd 106 12/21/2010 10:19:06 AM

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December 2011
November 2011
October 2011
calendar-(8.5x5.5)CMYK.indd 107 12/21/2010 10:19:07 AM

A weblog records dated commentaries,
descriptions of events, or other materials
such as graphics or videos.
Writing Weblogs
calendar-(8.5x5.5)CMYK.indd 108 12/21/2010 10:19:07 AM

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November 2011
October 2011
calendar-(8.5x5.5)CMYK.indd 109 12/21/2010 10:19:08 AM

The knowledge management discipline
can be cryptic but its common concepts
should be described in simple terms.
Glossary of
Knowledge Management
calendar-(8.5x5.5)CMYK.indd 110 12/21/2010 10:19:08 AM

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January 2012
November 2011
calendar-(8.5x5.5)CMYK.indd 111 12/21/2010 10:19:09 AM

Information overload has less to do
with quantity than with the qualities
by which knowledge is presented.
Showcasing Knowledge
calendar-(8.5x5.5)CMYK.indd 112 12/21/2010 10:19:09 AM

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January 2012
December 2011
November 2011
calendar-(8.5x5.5)CMYK.indd 113 12/21/2010 10:19:10 AM

Knowledge harvesting
can enrich group know-how,
build organizational capacity,
and preserve institutional memory.
Harvesting Knowledge
calendar-(8.5x5.5)CMYK.indd 114 12/21/2010 10:19:10 AM

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January 2012
December 2011
November 2011
calendar-(8.5x5.5)CMYK.indd 115 12/21/2010 10:19:11 AM

The Critical Incident technique
oers a starting point
and a process to identify
and resolve workplace problems.
The Critical Incident Technique
calendar-(8.5x5.5)CMYK.indd 116 12/21/2010 10:19:11 AM

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December 2011
November 2011
calendar-(8.5x5.5)CMYK.indd 117 12/21/2010 10:19:12 AM

Taxonomy work is strategic work.
Taxonomies for Development
calendar-(8.5x5.5)CMYK.indd 118 12/21/2010 10:19:12 AM

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February 2012
December 2011
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December 2011–January 2012
calendar-(8.5x5.5)CMYK.indd 119 12/21/2010 10:19:13 AM

2012
January February
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calendar-(8.5x5.5)CMYK.indd 120 12/21/2010 10:19:13 AM

Keys for Reection
Seeding Knowledge Solutions Before, During, and After
In the age of competence, one must learn before, during, and after the event. Knowledge
solutions lie in the areas of strategy development, management techniques, collaboration
mechanisms, knowledge sharing and learning, and knowledge capture and storage. These
“cheat sheets” simplify access and reference to the entire Knowledge Solutions series as of
December 2010.
Strategy Development
Behavior and Change
• How can a strategy focus on group
relationships with appreciation of
their distinctive ideas, beliefs, values,
and knowledge?
• How can it utilize stories of signicant
change to monitor and evaluate
performance?
• How might it shift the focus from
changes in state to changes in
behaviors, relationships, actions,
and activities?
• How could you anchor it in
understanding of livelihoods and
appreciation of the factors that
constrain or enhance these as well
as their relationships?
• Culture Theory
• The Most Signicant Change
Technique
• Outcome Mapping
• The Sustainable Livelihoods
Approach
Emergence and Scenario Thinking
• Is your strategy the outcome of
a human-centered, prototype-driven
process for the exploration of
new ideas?
• Does it maintain a balance between
strategizing and learning modes
of thinking?
• How emergent is it? Does it consider
other scenarios?
• Design Thinking
• From Strategy to Practice
• Reading the Future
Institutional Capacity and Participation
• How does a strategy promote
participation at requisite levels?
• Building Institutional Capacity
for Development
calendar-(8.5x5.5)CMYK.indd 121 12/21/2010 10:19:13 AM

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 exible range of formats
in recognition of the varied needs of
consumers?
• Auditing Knowledge
• Enhancing Knowledge
Management Strategies
• Linking Research to Practice
Marketing
• How does a strategy apply a custom
blend of the four Ps and other
marketing techniques to transform
communications with stakeholders and
improve performance?
• How might it draw on marketing
principles to eect changes in the
behavior of individuals or groups?
• The Future of Social Marketing
• Marketing in the Public Sector
Organizational Learning
• How can a strategy support and
energize organization, people,
knowledge, and technology
for learning?
• How might it integrate evaluation
results to support policy, strategy, and
operational changes?
• How could it distinguish roadblocks to
make them part of the solution instead
of part of the problem?
• How would you gauge perceptions of
competencies to learn for change?
• Building a Learning Organization
• Learning Lessons with
Knowledge Audits
• Overcoming Roadblocks
to Learning
• Seeking Feedback on Learning
for Change
Partnerships and Networks of Practice
• Does your strategy leverage
partnerships and recognize their drivers
of success and failure?
• How might it make out social networks
and analyze the actors and the
relationships between them?
• Creating and Running Partnerships
• Social Network Analysis
calendar-(8.5x5.5)CMYK.indd 122 12/21/2010 10:19:13 AM

Management Techniques
Branding and Value
• How might we embrace branding to
drive organizational behavior and
behavioral change?
• Do value cycles maximize the potential
of knowledge services and knowledge
solutions through delivery platforms?
• New-Age Branding and
the Public Sector
• Value Cycles for Development
Outcomes
Complexity and Lateral Thinking
• How might we investigate deeply
the cause-and-eect relationships
underlying problems?
• Do you enable dierent 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 dierent?
• 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 eects of
performance measurement and how
might one improve the state of the art?
• Crafting a Knowledge Management
Results Framework
• Focusing on Project Metrics
• Output Accomplishment and the
Design and Monitoring Framework
• The Perils of Performance
Measurement
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Organizational Change
• In what ways do organizations benet
from sta engagement and how might
that be driven?
• How do organizations overcome
resistance to change and secure as much
discretionary eort 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 Sta in the Workplace
• Fast and Eective
Change Management
• Forestalling Change Fatigue
• Notions of Knowledge Management
• Picking Investments in
Knowledge Management
• A Primer on Organizational Culture
• A Primer on Organizational Learning
• The Roots of an Emerging Discipline
• Sparking Innovations in Management
Talent Management
• Do you manage meetings before, during,
and after, with appreciation of their
dierent kinds, to make them productive
and fun?
• Should one spend more time, integrity,
and brainpower on selecting managers
than on anything else?
• Is your organization attractive to people
who already know how valuable they are?
• Why should you empower knowledge
workers to make the most of their deepest
skills and perform best?
• How does one manage by walking
around to emphasize the importance of
interpersonal contact, open appreciation,
and recognition and build civility and
performance in the workplace?
• How can one give talent strategic and
holistic attention to make it happen?
• Do you have the ability, capacity, skill, or
self-perceived ability to identify, assess,
and manage the emotions of yourself, of
others, and of groups?
• Conducting Eective Meetings
• Growing Managers, Not Bosses
• Leading Top Talent in the Workplace
• Managing Knowledge Workers
• Managing by Walking Around
• A Primer on Talent Management
• Understanding and Developing
Emotional Intelligence
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Collaboration Mechanisms
Collaborative Tools
• How do you harness the power of
collaborative minds to innovate faster,
cocreate, and cut costs?
• How does one represent, link, and
arrange concepts, themes, or tasks under
a central topic?
• How can we actualize the thinking
potential of teams?
• Collaborating with Wikis
• Drawing Mind Maps
• Wearing Six Thinking Hats
Communities of Practice and Learning Alliances
• How do you build a community of like-
minded, interacting people to ensure
more eective creation and sharing of
knowledge in a domain?
• Through what collaboration mechanisms
can one decentralize the span of
knowledge creation?
• How can communities of practice
report better?
• Why should strategic alliances manage
the partnership, not just the agreement,
for collaborative advantage?
• How does social neuroscience foster
more comprehensive theories of
the mechanisms that underlie
human behavior?
• Building Communities of Practice
• Enriching Knowledge
Management Coordination
• Improving Sector and
Thematic Reporting
• Learning in Strategic Alliances
• A Primer on Social Neuroscience
Leadership
• How should we earn, develop, and retain
trust for superior results?
• How can one distribute leadership if it
is an outcome, not an input to business
processes and performance?
• Why would you support people who
choose to serve rst, and then lead, as a
way of expanding service to individuals
and organizations?
• What is the new context for leadership in
the public sector?
• Building Trust in the Workplace
• Distributing Leadership
• Exercising Servant Leadership
• Leading in the Workplace
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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
people’s lives to foster smart, sustainable
globalization?
• Appreciative Inquiry
• Sparking Social Innovations
Teamwork
• How do you enable small groups to work
regularly and collectively on complicated
problems, take action, and learn as
individuals and as a team while doing so?
• How might one bridge silos to promote
eective cross-functional teams?
• How can reciprocity intensify mutual
inuence in organizations?
• How can we organize and coordinate with
eect a group whose members are not in
the same location or time zone, and may
not even work for the same organization?
• What role can corporate values play in
guiding behavior and decision making?
• How does one develop a successful team?
• Action Learning
• Bridging Organizational Silos
• Informal Authority in the Workplace
• Managing Virtual Teams
• A Primer on Corporate Values
• Working in Teams
Knowledge Sharing and Learning
Creativity, Innovation, and Learning
• What are the forms and functions of
networks of practice and how do you
monitor and evaluate performance?
• How do you harness, individually or in
association, useful models of learning and
change to reect 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
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Learning and Development
• Can better understanding of
organizational environments and
design principles improve e-learning
interventions?
• How can we coach and mentor to
inspire and empower employees, build
commitment, increase productivity, grow
talent, and promote success?
• What are the ve functions of managers
toward which learning and development
can be extended to improve their insights,
attitudes, and skills?
• E-Learning and the Workplace
• Coaching and Mentoring
• Learning and Development
for Management
Learning Lessons
• How do you know what question to ask
when?
• When a critical milestone has been
reached, why should we discuss successes
and failures in an open and honest
fashion?
• How does one step back from day-to-day
activities to think about the future?
• How can individuals come together to
share their experiences, insights, and
knowledge on an identied 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
eective in one part of an organization
and might be eective 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 Eective 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 denition, design,
and implementation of policy research?
• How do you employ the internet to
disseminate research ndings?
• How do we save time in writing,
make writing far easier, and improve
understanding?
• Conducting Eective Presentations
• Disseminating Knowledge Products
• Enriching Policy with Research
• Posting Research Online
• Using Plain English
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Knowledge Capture and Storage
Knowledge Harvesting
• How do you garner feedback on why
employees leave, what they liked about
their job, and where the organization
needs improvement?
• How can the study of critical incidents
help solve practical problems?
• What, in simple terms, are the most
common concepts in knowledge
management?
• How do you draw out and package
tacit knowledge to help others
adapt, personalize, and apply it; build
organizational capacity; and preserve
institutional memory?
• Why should one cut information
overload and showcase knowledge?
• How do we build dynamic, adaptive
electronic directories that store
information about the knowledge, skills,
experience, and interests of people?
• How might taxonomy work become
strategic work?
• Conducting Exit Interviews
• The Critical Incident Technique
• Glossary of Knowledge Management
• Harvesting Knowledge
• Showcasing Knowledge
• Sta Prole Pages
• Taxonomies for Development
Reporting
• How can one garner feedback from
executing agencies on the eectiveness
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 Eectiveness of
Assistance in Capacity Development
• Monthly Progress Notes
Technology Platforms
• How can groups discuss electronically
areas of interest and review dierent
opinions and information surrounding
a topic?
• Writing Weblogs
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A Knowledge Treasury
Explore a collection of knowledge products developed by ADB’s 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.
www.knowledgesolutions.blogspot.com
www.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 eects.
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
Organization, people, knowledge,
and technology for learning
Knowledge
Solutions
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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
ADB’s vision is an Asia and the Pacic 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 region’s many successes, it remains home to two-thirds of the world’s
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/
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