Handle with Knowledge: 2011 Planner

Handle with Knowledge

2011PLANNER

Knowledge Solutions

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Knowledge SolutionsTools, Methods, and Approaches to Drive Development Forward and Enhance Its Eff ectsA 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 eff 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.

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Published by Regional and Sustainable Development DepartmentKnowledge Management CenterAsian Development Bank6 ADB Avenue, Mandaluyong City1550 Metro Manila, PhlippinesTel +63 2 632 6362Fax +63 2 632 [email protected]/knowledge-management/

Concept by Olivier Serrat, Principal Knowledge Management SpecialistLeah Arboleda, Senior Knowledge Management Assistant

CreditsIllustrations by Frances Marie AlcarazDesign and layout by Arvin Yana

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Handle with Knowledge2011 Planner

Knowledge Solutions

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calendar-(8.5x5.5)CMYK.indd 4 12/21/2010 10:17:47 AM

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 findings

in a range of formats for varied audiences.

Linking Research to Practice

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December 2010

February 2011

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December 2010–January 2011Monday

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Sunday

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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 2011December 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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Monday

Tuesday

Wednesday Notes

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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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Monday

Tuesday

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January 2011December 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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Monday

Tuesday

Wednesday Notes

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January 2011December 2010

February 2011

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Outcome mapping focuses on changes in behaviors, relationships,

actions, and activities.

Outcome Mapping

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Tuesday

Wednesday Notes

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January–February 2011January 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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Monday

Tuesday

Wednesday Notes

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8

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February 2011January 2011

March 2011

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The Most Significant Change technique helps monitor and evaluate

the performance of projects and programs.

The Most Significant Change Technique

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Monday

Tuesday

Wednesday Notes

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February 2011January 2011

March 2011

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Social network analysis focuses on actors and the relationships between them

in a specific social context.

Social Network Analysis

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Tuesday

Wednesday Notes

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February 2011January 2011

March 2011

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

Overcoming Roadblocks to Learning

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Monday

Tuesday

Wednesday Notes

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February–March 2011February 2011

April 2011

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www.adb.org/knowledgesolutions/

MANAGEMENTTECHNIQUES

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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Monday

Tuesday

Wednesday Notes

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Sunday

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March 2011February 2011

April 2011

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Knowledge workers are assets and should be managed as though

they were partners (or at least volunteers).

Managing Knowledge Workers

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Tuesday

Wednesday Notes

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March 2011February 2011

April 2011

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Focusing on key parameters of project performance can ensure

that scarce funding is applied to effective projects.

Focusing on Project Metrics

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Tuesday

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March 2011February 2011

April 2011

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

Notions of Knowledge Management

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Tuesday

Wednesday Notes

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March–April 2011March 2011

May 2011

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The reframing matrix enables different views to be generated

and used to solve problems.

The Reframing Matrix

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Monday

Tuesday

Wednesday Notes

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Wednesday

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Saturday

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April 2011March 2011

May 2011

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

Picking Investments in Knowledge Management

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Monday

Tuesday

Wednesday Notes

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Sunday

Tuesday

Wednesday

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April 2011March 2011

May 2011

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The Five Whys is a question–asking technique that explores

the cause-and-effect relationships underlying problems.

The Five Whys Technique

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Tuesday

Wednesday Notes

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April 2011March 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

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Monday

Tuesday

Wednesday Notes

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Sunday

Tuesday

Wednesday

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April–May 2011April 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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Tuesday

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May 2011April 2011

June 2011

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Management by walking around emphasizes interpersonal contact,

open appreciation, and recognition.

Managing by Walking Around

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Monday

Tuesday

Wednesday Notes

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Tuesday

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M T W T F S S

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May 2011April 2011

June 2011

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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.

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

Building Communities of Practice

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May 2011April 2011

June 2011

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Action learning enables groups to work on complicated problems, act,

and learn as individuals and as teams.

Action Learning

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Tuesday

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May 2011April 2011

June 2011

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Appreciative inquiry facilitates positive change

in organizations.

Appreciative Inquiry

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May–June 2011May 2011

July 2011

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Cooperative work by a team can produce remarkable results.

Working in Teams

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June 2011May 2011

July 2011

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Mind maps represent, link, and arrange concepts, themes, or tasks

radially from a central topic.

Drawing Mind Maps

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Tuesday

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June 2011May 2011

July 2011

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Wikis harness the power of collaborative minds

to innovate faster, cocreate, and cut costs.

Collaborating with Wikis

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Tuesday

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June 2011May 2011

July 2011

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The Six Thinking Hats technique helps actualize the thinking potential

of teams.

Wearing Six Thinking Hats

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Tuesday

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June–July 2011June 2011

August 2011

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Virtual teams are factors of competitive advantage but their configurations

raise unique challenges for managers.

Managing Virtual Teams

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Monday

Tuesday

Wednesday Notes

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Friday

Saturday

Sunday

Tuesday

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M T W T F S S

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July 2011June 2011

August 2011

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High-performance organizations earn, develop, and retain trust

for superior results.

Building Trust in the Workplace

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Tuesday

Wednesday Notes

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Tuesday

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Friday

M T W T F S S

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July 2011June 2011

August 2011

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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

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

M T W T F S S

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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

M T W T F S S

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8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30 31

18

19

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22

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August 2011

July 2011June 2011

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Above all, successful strategic alliances pay attention 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

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

M T W T F 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 29 30

M T W T F S S

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15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30 31

25

26

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August 2011

July 2011June 2011

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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.

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Peer assists let individuals share experiences, insights, and knowledge

to promote collective learning.

Conducting Peer Assists

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

M T W T F 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 29 30 31

M T W T F 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 29 30

1

2

3

4

5

6

7

September 2011

August 2011July 2011

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After-action reviews and retrospects bring teams together to facilitate learning

and support continuous improvement.

Conducting After-Action Reviews and Retrospects

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

M T W T F 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 29 30 31

M T W T F 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 29 30

8

9

10

11

12

13

14

September 2011

August 2011July 2011

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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

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

M T W T F 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 29 30 31

M T W T F 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 29 30

15

16

17

18

19

20

21

September 2011

August 2011July 2011

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To maximize the impact of research, researchers must make it available

and intelligible to those who need it.

Posting Research Online

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

M T W T F 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 29 30 31

M T W T F S S

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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

22

23

24

25

26

27

28

September 2011

August 2011July 2011

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Storytelling is the use of stories or narratives to value, share, and capitalize

on the knowledge of individuals.

Storytelling

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

29

30

31

1

2

3

4

M T W T F S S

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8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30 31

M T W T F 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 29 30

31

August–September 2011

October 2011

August 2011

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Good practice is something that has worked in one part of the organization

and might be effective in another.

Identifying and Sharing Good Practices

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

5

6

7

8

9

10

11

M T W T F 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

29 30 31

M T W T F 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 29 30

31

October 2011

September 2011August 2011

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Retreats allow teams to step away from routines

and focus on concentrated discussions and strategic thinking.

Conducting Successful Retreats

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

12

13

14

15

16

17

18

M T W T F 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

29 30 31

M T W T F 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 29 30

31

October 2011

September 2011August 2011

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Simple planning and a little discipline can turn an ordinary presentation

into a lively and engaging event.

Conducting Effective Presentations

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

19

20

21

22

23

24

25

M T W T F 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

29 30 31

M T W T F S S

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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

31

October 2011

September 2011August 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

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

26

27

28

29

30

1

2

M T W T F 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

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M T W T F 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 29 30

September–October 2011

November 2011

September 2011

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Useful models for learning and change can be leveraged to reflect

on the overall system of an organization.

Dimensions of the Learning Organization

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

3

4

5

6

7

8

9

M T W T F S S

1 2 3 4

5 6 7 8 9 10 11

12 13 14 15 16 17 18

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M T W T F S S

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7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30

November 2011

October 2011September 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

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

M T W T F 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 29 30

M T W T F 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 29 30

10

11

12

13

14

15

16

November 2011

October 2011September 2011

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Evaluation for learning is the area where observers find

the greatest need today and tomorrow.

Learning from Evaluation

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

M T W T F 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

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M T W T F S S

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7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30

17

18

19

20

21

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November 2011

October 2011September 2011

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To improve the insights, attitudes, 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

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

Saturday

M T W T F 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

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M T W T F S S

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7 8 9 10 11 12 13

14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30

24

25

26

27

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29

30

November 2011

October 2011September 2011

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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

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

31

1

2

3

4

5

6

M T W T F S S

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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

31

M T W T F 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 29 30 31

October–November 2011

December 2011

October 2011

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Feedback is the dynamic process of presenting and disseminating

information to improve performance.

Monthly Progress Notes

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

7

8

9

10

11

12

13

M T W T F S S

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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

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M T W T F 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 29 30 31

December 2011

November 2011October 2011

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Staff profile pages store data about the knowledge, skills,

experience, and interests of people.

Staff Profile Pages

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

M T W T F 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 29 30

31

14

15

16

17

18

19

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M T W T F S S

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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 31

December 2011

November 2011October 2011

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A weblog records dated commentaries, descriptions of events, or other materials

such as graphics or videos.

Writing Weblogs

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

21

22

23

24

25

26

27

M T W T F 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 29 30

31

M T W T F 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 29 30 31

December 2011

November 2011October 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

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Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

28

29

30

1

2

3

4

M T W T F 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 29

30 31

M T W T F 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 29 30

November–December 2011

January 2012

November 2011

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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

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

5

6

7

8

9

10

11

M T W T F S S

1 2 3 4 5 6

7 8 9 10 11 12 13

14 15 16 17 18 19 20

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28 29 30

M T W T F 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 29

30 31

January 2012

December 2011November 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

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

12

13

14

15

16

17

18

M T W T F S S

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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 31

M T W T F 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 29 30

January 2012

December 2011November 2011

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The Critical Incident technique offers 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

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

19

20

21

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M T W T F S S

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2 3 4 5 6 7 8

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M T W T F S S

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14 15 16 17 18 19 20

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28 29 30

January 2012

December 2011November 2011

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Taxonomy work is strategic work.

Taxonomies for Development

calendar-(8.5x5.5)CMYK.indd 118 12/21/2010 10:19:12 AM

Monday

Tuesday

Wednesday Notes

Thursday

Friday

Saturday

Sunday

Tuesday

Wednesday

Thursday

Friday

26

27

28

29

30

31

1

February 2012

December 2011

M T W T F S S

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6 7 8 9 10 11 12

13 14 15 16 17 18 19

20 21 22 23 24 25 26

27 28 29

M T W T F S S

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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 31

December 2011–January 2012

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2012

January February

M T W T F S S

1

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9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

M T W T F S S

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27 28 29

March

April

M T W T F S S

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26 27 28 29 30 31

M T W T F S S

1

2 3 4 5 6 7 8

9 10 11 12 13 14 15

16 17 18 19 20 21 22

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30

May JuneMayMay

M T W T F S S

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14 15 16 17 18 19 20

21 22 23 24 25 26 27

28 29 30 31

M T W T F S S

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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 3030

July August

October November December

M T W T F S S

1

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9 10 11 12 13 14 15

16 17 18 19 20 21 22

23 24 25 26 27 28 29

30 31

M T W T F S S

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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 31

September

M T W T F S S

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3 4 5 6 7 8 9

10 11 12 13 14 15 16

17 18 19 20 21 22 23

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M T W T F S S

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8 9 10 11 12 13 14

15 16 17 18 19 20 21

22 23 24 25 26 27 28

29 30 31

M T W T F S S

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5 6 7 8 9 10 11

12 13 14 15 16 17 18

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M T W T F S S

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10 11 12 13 14 15 16

17 18 19 20 21 22 23

24 25 26 27 28 29 30

31

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

Keys for ReflectionSeeding Knowledge Solutions Before, During, and After

In the age of competence, one must learn before, during, and after the event. Knowledge solutions lie in the areas of strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage. These “cheat sheets” simplify access and reference to the entire Knowledge Solutions series as of December 2010.

Strategy Development

Behavior and Change

• How can a strategy focus on group relationships with appreciation of their distinctive ideas, beliefs, values, and knowledge?

• How can it utilize stories of significant change to monitor and evaluate performance?

• How might it shift the focus from changes in state to changes in behaviors, relationships, actions, and activities?

• How could you anchor it in understanding of livelihoods and appreciation of the factors that constrain or enhance these as well as their relationships?

• Culture Theory

• The Most Significant Change Technique

• Outcome Mapping

• The Sustainable Livelihoods Approach

Emergence and Scenario Thinking

• Is your strategy the outcome of a human-centered, prototype-driven process for the exploration of new ideas?

• Does it maintain a balance between strategizing and learning modes of thinking?

• How emergent is it? Does it consider other scenarios?

• Design Thinking

• From Strategy to Practice

• Reading the Future

Institutional Capacity and Participation

• How does a strategy promote participation at requisite levels?

• Building Institutional Capacity for Development

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Knowledge Assets

• Is your strategy for knowledge management enriched by regular knowledge audits?

• Does its practice integrate the need to systematically review, evaluate, prioritize, sequence, manage, redirect, and if necessary even cancel strategic initiatives?

• Is your approach to dissemination underpinned by policy, strategy, planning, and tactics? How can your knowledge products be made available in a flexible range of formats in recognition of the varied needs of consumers?

• Auditing Knowledge

• Enhancing Knowledge Management Strategies

• Linking Research to Practice

Marketing

• How does a strategy apply a custom blend of the four Ps and other marketing techniques to transform communications with stakeholders and improve performance?

• How might it draw on marketing principles to effect changes in the behavior of individuals or groups?

• The Future of Social Marketing

• Marketing in the Public Sector

Organizational Learning

• How can a strategy support and energize organization, people, knowledge, and technology for learning?

• How might it integrate evaluation results to support policy, strategy, and operational changes?

• How could it distinguish roadblocks to make them part of the solution instead of part of the problem?

• How would you gauge perceptions of competencies to learn for change?

• Building a Learning Organization

• Learning Lessons with Knowledge Audits

• Overcoming Roadblocks to Learning

• Seeking Feedback on Learning for Change

Partnerships and Networks of Practice

• Does your strategy leverage partnerships and recognize their drivers of success and failure?

• How might it make out social networks and analyze the actors and the relationships between them?

• Creating and Running Partnerships

• Social Network Analysis

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-effect relationships underlying problems?

• Do you enable different perspectives to be generated and applied in management processes?

• How might one brainstorm to resolve a problem, meet an opportunity, or turn a tired idea into something new and different?

• Why should management practices encompass sense and decision making in multiple contexts?

• The Five Whys Technique

• The Reframing Matrix

• The SCAMPER Technique

• Understanding Complexity

Linear Thinking

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

• How does one focus on time, cost, human resources, scope, quality, and actions as common parameters of project performance?

• Do you make use of logic models for objectives-oriented planning that structures the main elements in a project, highlighting linkages between intended inputs, planned activities, and expected results?

• What are some pernicious effects of performance measurement and how might one improve the state of the art?

• Crafting a Knowledge Management Results Framework

• Focusing on Project Metrics

• Output Accomplishment and the Design and Monitoring Framework

• The Perils of Performance Measurement

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Organizational Change

• In what ways do organizations benefit from staff engagement and how might that be driven?

• How do organizations overcome resistance to change and secure as much discretionary effort as possible?

• If transformational change rarely succeeds, what rationale is there for bottom-up approaches?

• How do we get the right knowledge to the right people at the right time, and help them (with incentives) to apply it in ways that strive to improve organizational performance?

• How might you prioritize investments in knowledge management?

• What are the components of organizational culture and what is the role of organizational learning for change?

• How do organizations learn? • How do new knowledge management

paradigms compare with the old, and what new structures and managerial attitudes do they require?

• Why should we drive management innovation?

• Engaging Staff in the Workplace

• Fast and Effective Change Management

• Forestalling Change Fatigue

• Notions of Knowledge Management

• Picking Investments in Knowledge Management

• A Primer on Organizational Culture

• A Primer on Organizational Learning • The Roots of an Emerging Discipline

• Sparking Innovations in Management

Talent Management

• Do you manage meetings before, during, and after, with appreciation of their different kinds, to make them productive and fun?

• Should one spend more time, integrity, and brainpower on selecting managers than on anything else?

• Is your organization attractive to people who already know how valuable they are?

• Why should you empower knowledge workers to make the most of their deepest skills and perform best?

• How does one manage by walking around to emphasize the importance of interpersonal contact, open appreciation, and recognition and build civility and performance in the workplace?

• How can one give talent strategic and holistic attention to make it happen?

• Do you have the ability, capacity, skill, or self-perceived ability to identify, assess, and manage the emotions of yourself, of others, and of groups?

• Conducting Effective Meetings

• Growing Managers, Not Bosses

• Leading Top Talent in the Workplace

• Managing Knowledge Workers

• Managing by Walking Around

• A Primer on Talent Management

• Understanding and Developing Emotional Intelligence

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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 effective creation and sharing of knowledge in a domain?

• Through what collaboration mechanisms can one decentralize the span of knowledge creation?

• How can communities of practice report better?

• Why should strategic alliances manage the partnership, not just the agreement, for collaborative advantage?

• How does social neuroscience foster more comprehensive theories of the mechanisms that underlie human behavior?

• Building Communities of Practice

• Enriching Knowledge Management Coordination

• Improving Sector and Thematic Reporting

• Learning in Strategic Alliances

• A Primer on Social Neuroscience

Leadership

• How should we earn, develop, and retain trust for superior results?

• How can one distribute leadership if it is an outcome, not an input to business processes and performance?

• Why would you support people who choose to serve first, and then lead, as a way of expanding service to individuals and organizations?

• What is the new context for leadership in the public sector?

• Building Trust in the Workplace

• Distributing Leadership

• Exercising Servant Leadership

• Leading in the Workplace

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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 effective cross-functional teams?

• How can reciprocity intensify mutual influence in organizations?

• How can we organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the same organization?

• What role can corporate values play in guiding behavior and decision making?

• How does one develop a successful team?

• Action Learning

• Bridging Organizational Silos

• Informal Authority in the Workplace

• Managing Virtual Teams

• A Primer on Corporate Values

• Working in Teams

Knowledge Sharing and Learning

Creativity, Innovation, and Learning

• What are the forms and functions of networks of practice and how do you monitor and evaluate performance?

• How do you harness, individually or in association, useful models of learning and change to reflect on the dimensions of a learning organization?

• How can an organization demonstrate commitment to learning, against which provision and practice can be tested and serve as a waymark with which to guide, monitor, and evaluate progress?

• What are the stimulants and obstacles to creativity and innovation that drive or impede enterprise in organizations?

• How can the public sector use Web 2.0 applications to forge, build, and deepen relationships?

• Building Networks of Practice

• Dimensions of the Learning Organization

• Drawing Learning Charters

• Harnessing Creativity and Innovation in the Workplace

• Social Media and the Public Sector

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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 five functions of managers toward which learning and development can be extended to improve their insights, attitudes, and skills?

• E-Learning and the Workplace

• Coaching and Mentoring

• Learning and Development for Management

Learning Lessons

• How do you know what question to ask when?

• When a critical milestone has been reached, why should we discuss successes and failures in an open and honest fashion?

• How does one step back from day-to-day activities to think about the future?

• How can individuals come together to share their experiences, insights, and knowledge on an identified challenge or problem?

• Is failure a way to an opportunity? • How can one suggest that a process or

methodology that has been shown to be effective in one part of an organization and might be effective in another, too?

• How might evaluation serve as a foundation block in learning organizations?

• What is the potential of stories or narratives as a communication tool to value, share, and capitalize on the knowledge of individuals?

• Asking Effective Questions

• Conducting After-Action Reviews and Retrospects

• Conducting Successful Retreats

• Conducting Peer Assists

• Embracing Failure • Identifying and Sharing

Good Practices

• Learning from Evaluation

• Storytelling

Dissemination

• How can an ordinary presentation become a lively and engaging event?

• By what interactive process does one communicate knowledge to target audiences to lead to change?

• How can we enrich the definition, design, and implementation of policy research?

• How do you employ the internet to disseminate research findings?

• How do we save time in writing, make writing far easier, and improve understanding?

• Conducting Effective Presentations

• Disseminating Knowledge Products

• Enriching Policy with Research

• Posting Research Online

• Using Plain English

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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

• Staff Profile Pages

• Taxonomies for Development

Reporting

• How can one garner feedback from executing agencies on the effectiveness of assistance in capacity development?

• By what simple feedback mechanisms might you promote learning before, during, and after to document accomplishments as well as bottlenecks?

• Assessing the Effectiveness of Assistance in Capacity Development

• Monthly Progress Notes

Technology Platforms

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

• Writing Weblogs

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A Knowledge TreasuryExplore a collection of knowledge products developed by ADB’s Knowledge Management Center, designed to promote the discipline of knowledge management and learning.

BlogsGive your views on the knowledge solutions and showcases published by ADB.www.knowledgesolutions.blogspot.comwww.knowledgeshowcase.blogspot.com

Books and ReportsRead web-based books and reports on knowledge management and learning.www.adb.org/knowledge-management/books.asp

Knowledge SolutionsFind out how knowledge management tools, methods, and approaches propel development forward and enhance its effects.www.adb.org/knowledgesolutions

Knowledge ShowcasesLearn from and replicate practices successfully tested on the ground.www.adb.org/knowledgeshowcases

PresentationsDownload instructive materials and presentations on knowledge management and learning.www.adb.org/knowledge-management/presentations.asp

PodcastsListen 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 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 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 [email protected] www.adb.org/knowledge-management/

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