KNOWLEDGE SOLUTIONSTools, 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 CHARTEREven 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 2013.

1.

2.

3.

KNOWLEDGE SOLUTIONS MINI-SERIESThe 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 SpecialistLeah Arboleda, Senior Knowledge Management Assistant

Illustrations by Frances Marie AlcarazDesign and layout by Dennis Santos

Name

Address

Tel Fax Mobile

E-mail Skype

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DESIGN THINKINGThe need for 21st-century mindsets and protocols

has sparked interest in design thinking.

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HARNESSING

CREATIVITYand INNOVATION

in theWORKPLACE

In organizations, stimulants and obstacles to creativity drive or impede enterprise.

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SPARKING

SOCIAL INNOVATIONSIn a shrinking world, social innovation can do much to foster smart, sustainable globalization.

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JANUARY 2013DECEMBER 2012

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BUILDING

COMMUNITIES of

PRACTICE

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

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MANAGING

VIRTUAL TEAMSVirtual teams are a factor of competitive advantage

but their configurations raise unique challenges for managers.

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FEBRUARY 2013JANUARY

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SURVEYING

Healthy communities of practice leverage survey instruments.

COMMUNITIES of

PRACTICE

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WORKING in TEAMSCooperative work by a team can produce remarkable results.

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ASKING

EFFECTIVE QUESTIONSThe art and science of questioning lies in knowing what question to ask when.

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COACHING and

MENTORINGCoaching and mentoring are now essential elements

of modern managerial practice.

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MARCH 2013FEBRUARY

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COLLABORATINGwith

WIKISWikis harness the power of collaborative minds to innovate faster, cocreate, and cut costs.

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CONDUCTING

AFTER-ACTION REVIEWSand RETROSPECTS

After-action reviews and retrospects gather teams to facilitate learning and support continuous improvement.

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CONDUCTING

EFFECTIVE MEETINGSMany meetings waste time and fail to meet goals because they are poorly planned and managed.

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CONDUCTING

EFFECTIVE PRESENTATIONSSimple planning and a little discipline can turn

an ordinary presentation into a lively and engaging event.

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APRIL 2013MARCH

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CONDUCTING

EXIT INTERVIEWSExit interviews explain why employees leave, what they liked in their job, and where the organization must improve.

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CONDUCTING

PEER ASSISTSPeer assists let individuals share

experiences, insights, and knowledge to promote collective learning.

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CONDUCTING

SUCCESSFUL RETREATS

Retreats allow teams to step away from routines and focus on concentrated

discussions and strategic thinking.

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APRIL 2013MARCH

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DISSEMINATING

KNOWLEDGE PRODUCTSDissemination is the interactive process of communicating knowledge to target audiences.

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MONTHLY PROGRESSNOTES

Feedback is the dynamic process of presenting and disseminating

information to improve performance.

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OUTPUTACCOMPLISHMENT

MONITORINGFRAMEWORK

and the DESIGN

Logic models structure projects to highlight linkages between inputs, activities, and results.

and

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USING

PLAIN ENGLISHUsing plain English saves time, makes writing easier,

and improves understanding.

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WRITING WEBLOGSA weblog records dated commentaries, descriptions

of events, or other materials such as graphics or videos.

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APPRECIATIVE INQUIRYAppreciative inquiry facilitates positive change in organizations.

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JUNE 2013MAY

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THE

CRITICAL INCIDENT TECHNIQUEThe Critical Incident technique offers a starting point and a process to identify and resolve workplace problems.

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JUNE 2013MAY

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THE

FIVE WHYS TECHNIQUEThe Five Whys is a question-asking technique that explores the cause-and-effect relationships underlying problems.

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JUNE 2013MAY

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THE

MOST SIGNIFICANT CHANGE TECHNIQUE

The Most Significant Change technique helps monitor and evaluate the performance of projects and programs.

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JUNE 2013MAY

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THE

SCAMPER TECHNIQUEThe SCAMPER technique uses a set of directed questions

to resolve a problem (or meet an opportunity).

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JULY 2013JUNE

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WEARING

SIX THINKING HATSThe Six Thinking Hats technique helps actualize

the thinking potential of teams.

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DISTRIBUTING LEADERSHIPLeadership is best considered as an outcome. It is defined by what one does, not who one is.

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EXERCISING

SERVANT LEADERSHIPServant leaders choose to serve first, and then lead, to expand service to individuals and organizations.

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in the WORKPLACELEADING

In 21st-century organizations, keeping the wheel of learning in motion is the primary task of a leader.

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in the WORKPLACELEADING TOP TALENT

Organizations need distinctive ideas about where they can and should be going. For that, they need top talent.

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BUILDING

Organizational boundaries have been stretched, morphed, and redesigned to a degree unimaginable 10 years ago.

NETWORKS of

PRACTICE

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AUGUST 2013JULY

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CREATING and RUNNING

To create and run partnerships, one must understand the drivers of success and failure.

PARTNERSHIPS

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AUGUST 2013JULY

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LEARNINGin

Above all, successful strategic alliances pay attention to learning priorities in alliance evolution.

STRATEGIC ALLIANCES

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AUGUST 2013JULY

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in the

Marketing in the public sector may be the final frontier.

PUBLIC SECTORMARKETING

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and the

The idea of organizational branding has developed and is making inroads

into the public sector, too.

PUBLIC SECTOR

NEW-AGEBRANDING

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SEPTEMBER 2013AUGUST

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15The public sector can put social media to work to drive stakeholder involvement and satisfaction.

and the PUBLIC SECTOR

SOCIAL MEDIA

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SEPTEMBER 2013AUGUST

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ENRICHING

Researchers and policy makers are not turning research findings into lasting change for the poor.

POLICY with

RESEARCH

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SEPTEMBER 2013AUGUST

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LINKING

To link research to practice, researchers must produce findings in a range of formats for varied audiences.

RESEARCH to

PRACTICE

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OCTOBER 2013SEPTEMBER

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To maximize the impact of research, researchers must make it available and intelligible to those who need it.

RESEARCH ONLINE

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PRIMERon

Never before has the glare of the spotlight focused so much on boards of directors.

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CORPORATE VALUES

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ORGANIZATIONAL LEARNING

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Social neuroscience is fostering more comprehensive theories of the mechanisms that underlie human behavior.

SOCIAL NEUROSCIENCE

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To make talent happen, organizations must give it strategic and holistic attention.

TALENT MANAGEMENT

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BUILDING

in the

High-performance organizations earn, develop, and retain trust for superior results.

TRUSTWORKPLACE

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The act of delegating calls for and rests on trust.

WORKPLACEDELEGATINGin the

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For e-learning to work, one must understand its organizational environment and evolve design principles.

WORKPLACEE-LEARNINGand the

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Staff engagement denotes the extent to which organizations gain commitment from personnel.

ENGAGING STAFF WORKPLACE

in the

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In the 21st century, the requirements of organizational speed demand investments in informal authority.

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THE TRAVAILSof

Micromanagement is mismanagement.

MICROMANAGEMENT

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Emotional intelligence is the ability to identify, assess, and manage emotions.

UNDERSTANDING

INTELLIGENCEand DEVELOPING EMOTIONAL

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SEEDING KNOWLEDGE SOLUTIONS BEFORE, DURING, AND AFTERIn 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 January 2012.

STRATEGY DEVELOPMENTA strategy is a long-term plan of action designed to achieve a particular goal.

BEHAVIOR AND CHANGE > How can a strategy focus on group relationships

with appreciation of their distinctive ideas, beliefs, values, and knowledge?

> Culture Theory

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

> The Most Significant Change Technique

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

> Outcome Mapping

> Why should it embrace the complex political nature of decision making to investigate how power and authority affect economic choices in a society?

> Political Economy Analysis for Development Effectiveness

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

> 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?

> Design Thinking

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

> From Strategy to Practice

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

> Reading the Future

INSTITUTIONAL CAPACITY AND PARTICIPATION > How does a strategy promote participation

at requisite levels? > Building Institutional

Capacity for Development

KNOWLEDGE ASSETS > Is your strategy for knowledge management

enriched by regular knowledge audits? > Auditing Knowledge

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

> Enhancing Knowledge Management Strategies

> 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?

> Linking Research to Practice

> How might you realize your organization's true value?

> 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?

> The Future of Social Marketing

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

> Marketing in the Public Sector

ORGANIZATIONAL LEARNING > How can a strategy support and energize

organization, people, knowledge, and technology for learning?

> Building a Learning Organization

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

> Learning Lessons with Knowledge Audits

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

> Overcoming Roadblocks to Learning

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

> Seeking Feedback on Learning for Change

PARTNERSHIPS AND NETWORKS OF PRACTICE > Does your strategy leverage partnerships

and recognize their drivers of success and failure?

> Creating and Running Partnerships

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

> Social Network Analysis

MANAGEMENT TECHNIQUESLeadership is the process of working out the right things to do. Management is the process of doing things right.

BRANDING AND VALUE > Why, in knowledge-based economies,

should high-performance organizations reconceptualize notions of corporate reputation?

> Managing Corporate Reputation

> How might we embrace branding to drive organizational behavior and behavioral change?

> New-Age Branding and the Public Sector

> Do value cycles maximize the potential of knowledge services and knowledge solutions through delivery platforms?

> Value Cycles for Development Outcomes

COMPLEXITY AND LATERAL THINKING > How might we investigate deeply the cause-

and-effect relationships underlying problems? > The Five Whys Technique

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

> The Reframing Matrix

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

> The SCAMPER Technique

> By what effective questioning might you reap insights into strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage?

> Seeding Knowledge Solutions Before, During, and After

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

> Understanding Complexity

LINEAR THINKING > How can we manage for results with a coherent

framework for strategic planning, management, and communications?

> Crafting a Knowledge Management Results Framework

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

> Focusing on Project Metrics

> 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?

> Output Accomplishment and the Design and Monitoring Framework

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

> The Perils of Performance Measurement

ORGANIZATIONAL CHANGE > In what ways do organizations benefit from staff

engagement and how might that be driven? > Engaging Staff

in the Workplace > How do organizations overcome resistance

to change and secure as much discretionary effort as possible?

> Fast and Effective Change Management

> If transformation change rarely succeeds, what rationale is there for bottom-up approaches?

> Forestalling Change Fatigue

> What is moral courage and why is it so often constrained in organizations?

> Moral Courage in Organizations

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

> Notions of Knowledge Management

> How might you prioritize investments in knowledge management?

> Picking Investments in Knowledge Management

> Why do organizations need direction and control and based on what principles and practices might boards of directors better provide that?

> A Primer on Corporate Governance

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

> A Primer on Organizational Culture

> How do organizations learn? > A Primer on Organizational Learning

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

> The Roots of an Emerging Discipline

> Why should we drive management innovation? > Sparking Innovations in Management

> Why is micromanagement mismanagement? > The Travails of Micromanagement

TALENT MANAGEMENT > Do you manage meetings before, during,

and after, with appreciation of their different kinds, to make them productive and fun?

> Conducting Effective Meetings

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

> Growing Managers, Not Bosses

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

> Leading Top Talent in the Workplace

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

> Managing Knowledge Workers

> 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?

> Managing by Walking Around

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

> A Primer on Talent Management

> 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?

> Understanding and Developing Emotional Intelligence

COLLABORATION MECHANISMSWhen working with others, efforts sometimes turn out to be less than the sum of the parts. Too often, not enough attention is paid to facilitating effective collaborative practices.

COLLABORATIVE TOOLS > How do you harness the power of collaborative

minds to innovate faster, cocreate, and cut costs? > Collaborating with Wikis

> How does one represent, link, and arrange concepts, themes, or tasks under a central topic?

> Drawing Mind Maps

> How can we actualize the thinking potential of teams?

> 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?

> Building Communities of Practice

> Through what collaboration mechanisms can one decentralize the span of knowledge coordination?

> Enriching Knowledge Management Coordination

> How can communities of practice report better? > Improving Sector and Thematic Reporting

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

> Learning in Strategic Alliances

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

> A Primer on Social Neuroscience

> How might one design and analyze a survey of communities of practice?

> Surveying Communities of Practice

LEADERSHIP > How should we earn, develop, and retain trust

for superior results? > Building Trust in the Workplace

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

> Distributing Leadership

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

> Exercising Servant Leadership

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

> Leading in the Workplace

SOCIAL INNOVATIONS > By what process can one unearth what works

to facilitate positive change in organizations? > Appreciative Inquiry

> How can you generate good ideas that meet pressing unmet needs and improve people's lives to foster smart, sustainable globalization?

> 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?

> Action Learning

> How might one bridge silos to promote effective cross-functional teams?

> Bridging Organizational Silos

> What are the roots of organizational conflict and how might complexity thinking help capitalize on its functions and dysfunctions?

> Conflict in Organizations

> Why, in organizations, is it better to understand delegation as a web of tacit governance arrangements?

> Delegating in the Workplace

> How can reciprocity intensify mutual influence in organizations?

> Informal Authority in the Workplace

> 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?

> Managing Virtual Teams

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

> A Primer on Corporate Values

> How does one develop a successful team? > Working in Teams

KNOWLEDGE SHARING AND LEARNINGTwo-way communications that take place simply and effectively build knowledge.

CREATIVITY, INNOVATION, AND LEARNING > What are the forms and functions of networks

of practice and how do you monitor and evaluate performance?

> Building Networks of Practice

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

> Dimensions of the 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?

> Drawing Learning Charters

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

> Harnessing Creativity and Innovation in the Workplace

> How might event planners shine a light on learning outcomes?

> Learning in Conferences

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

> Social Media and the Public Sector

LEARNING AND DEVELOPMENT > Can better understanding of organizational

environments and design principles improve e-learning interventions?

> E-Learning and the Workplace

> How can we coach and mentor to inspire and empower employees, build commitment, increase productivity, grow talent, and promote success?

> Coaching and Mentoring

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

> Learning and Development for Management

LEARNING LESSONS > How do you know what question to ask when? > Asking Effective Questions > When a critical milestone has been reached,

why should we discuss successes and failures in an open and honest fashion?

> Conducting After-Action Reviews and Retrospects

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

> Conducting Successful Retreats

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

> Conducting Peer Assists

> Is failure a way to an opportunity? > Embracing Failure > 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?

> Identifying and Sharing Good Practices

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

> Learning from Evaluation

> How might one surface the thinking, experiments, and arguments of actors who engaged in organizational change?

> Learning Histories

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

> Storytelling

DISSEMINATION > How can an ordinary presentation become

a lively and engaging event? > Conducting Effective

Presentations > By what interactive process does one

communicate knowledge to target audiences to lead to change?

> Disseminating Knowledge Products

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

> Enriching Policy with Research

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

> Posting Research Online

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

> Using Plain English

KNOWLEDGE CAPTURE AND STORAGEKnowledge leaks in various ways at various times.

KNOWLEDGE HARVESTING > How do you garner feedback on why employees

leave, what they liked about their job, and where the organization needs improvement?

> Conducting Exit Interviews

> How can the study of critical incidents help solve practical problems?

> The Critical Incident Technique

> By what process can one analyze and evaluate thinking to improve it?

> Critical Thinking

> What, in simple terms, are the most common concepts in knowledge management?

> Glossary of 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?

> Harvesting Knowledge

> Why might groups and organizations benefit from social reminiscing?

> On Second Thought

> Why should one cut information overload and showcase knowledge?

> Showcasing Knowledge

> How do we build dynamic, adaptive electronic directories that store information about the knowledge, skills, experience, and interests of people?

> Staff Profile Pages

> How might taxonomy work become strategic work?

> Taxonomies for Development

REPORTING > How can one garner feedback from executing

agencies on the effectiveness of assistance in capacity development?

> Assessing 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?

> Monthly Progress Notes

TECHNOLOGY PLATFORMS > How can groups discuss electronically

areas of interest and review different opinions and information surrounding a topic?

> Writing Weblogs

ELECTRONIC SUBSCRIPTIONS

Intersections is a quarterly e-newsletter that features and promotes innovative sector, thematic, and other practices in ADB’s 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.

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

ABOUT

the

the

KNOWLEDGE MANAGEMENT CENTER

ASIAN DEVELOPMENT BANK

Knowledge Management CenterAsian Development Bank6 ADB Avenue, Mandaluyong City 1550 Metro Manila, PhilippinesTel +63 2 632 6710Fax +63 2 632 5264knowledge@adb.orgwww.adb.org/knowledge-management/Publication Stock No. ARM114184

February 2012

ADB’s 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 region’s many successes, it remains home to two-thirds of the world’s 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.

Printed in the Philippines