Draft After Action Review Toolkit

Summary:

The AAR is a simple process used by a team to capture the lessons learned from past successes and failures with the goal of improving future performance. It is an opportunity for a team to reflect on a project, activity, event or task so that the next time, they can do better. This working document provides tips and advice on how to conduct an AAR to promote learning. Please forward any comments/feedback to ahewlitt [at] bellanet.org.

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KM4Dev Electronic Peer Assist: June 19 – July 3, 2003

Summary:

This was the first electronic Peer Assist done on the KM4Dev mailing list. Contains the background information, the issue being brought forward and the implementation plan for the suggestions.

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KM4Dev Electronic Peer Assist: October 8 -21, 2003

Summary:

Second KM4dev Peer Assist convened by Tony Prior of IRG on the FRAME community of Practice.

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Sharing is Caring... Knowledge Sharing Strategy Paper

Summary:

UNFPA's Knowledge Sharing Strategy (May 2002).

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Knowledge Sharing: Methods, Meetings and Tools

Summary:

Knowledge Sharing - Methods, Meetings and Tools was written to help CIDA employees find easy and accessible ways to share their knowledge and do their jobs better. This document is being distributed throughout the Agency. If you have any comments, ideas or suggestions to improve this document, please send them to: melanie_lambert [AT] acdi-cida.gc.ca

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Le partage des connaissances: méthodes, espaces et outils

Summary:

Ce tout nouveau guide est une ébauche en évolution. Nous avons choisi une série de méthodes, espaces et outils de partage des connaissances en lesquels nous croyons. Nous tentons de tranquillement les intégrer à la culture de l'ACDI, qui cherche à devenir une organisation axée sur l'apprentissage et la collaboration.

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Knowledge: the most important capital

Summary:

PowerPoint presentation on SDC's Knowledge Sharing approach.

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SDC's Guide to Using Story and Narrative Tools - Matrix

Summary:

This the "Which method could I try?" matrix in order to choose what kind of interventions you can do using story and narrative.

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SDC's Guide to Using Story and Narrative Tools in Development Co-operation - Practitioner's version

Summary:

This is a draft document, developed by SDC's Thematic Service Knowledge and Research in collaboration with Sparknow.

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Guidelines for the Planning, Development and Management of a Clearing House Mechanism

Summary:

These guidelines were produced under the German Agency for Technical Cooperation (GTZ) project: "Networking and Knowledge Management of Regional Organisations -Asia (NeRO)" and summarize our experiences with planning, developing and managing a CHM as a tool to facilitate policy dialogue by the example of the ASEAN Forest CHM. Rather than generating a highly sophisticated database solution we always laid great emphasis on building up a community of users of the involved countries and on establishing communication channels among them. "Hi-touch" and not "high-tech" was our motto. Workshops bringing together developers, decision-makers and users alike have in our opinion a higher rate of success in creating a CHM as a network of networks than an IT application with all its bells and whistles without proper involvement of the users in the development. International agreements rely on formalized structures. In our opinion also the use of a CHM has to be formalized by written agreements. Data use and data sharing agreements form the basis of a joint working within the framework of a CHM. Establishing formal links from the very beginning of the development through the concept of national focal points is in our opinion one prerequisite for the long-term success. Another crucial part for implementing a CHM is to clearly identify the needs of the users and to make sure that the information within the CHM is serving the demands of the user. This might change over time; thereby the CHM central hub should always have a close connection to the CHM nodes. The management of the CHM has to be flexible enough to cater to these demands. If enough resources are available in the operational phase including a dedicated Content Manager a CHM network might evolve to a knowledge community, where CHM members exchange information, share experiences and work together to achieve their joint objectives.

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KM4Dev events guidelines

Summary:

The following guidelines are for KM4Dev members (or their organization) willing to undertake the organization of a face-to-face event, designed to bring together members of the community - and/or to invite new prospective members – in order to share experiences or learn new KM/KS approaches.

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Knowledge Sharing Solutions for a CGIAR Without Boundaries

Summary:

Report from the Consultative Group on International Agricultural Research (CGIAR)'s first phase of a Knowledge Sharing Project in the framework of an ICT and Knowledge Management Program. The project was conducted jointly by 4 CGIAR centers (CIAT, CIFOR, CIMMYT, and IWMI), in partnership with Bellanet, and focused on 4 main areas: 1) Transforming major center events into entry points for KS, 2) uild a core team of KS champions, 3) Develop capacity in facilitation, and 4) Build an on-line toolbox to support KS initiatives.

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Chat Show as a Knowledge Sharing methodology

Summary:

In this approach the chat show is used as a metaphor to encourage experience sharing in an informal and fun environment. It requires minimal preparation on behalf of participants so can be set up in a workshop environment where the participants are not known to each other or the organisers.

This 2 page document provides an outline of the approach and tips for using it. If you use this approach and adapt, amend or improve it, please do let us know through the comments function.

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Messages from KM4Dev - capacity development

Summary:

This are the threads relating to capacity development from the KM4Dev list. This was used to develop the FAQ on capacity development.

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Knowledge Management Feng Shui – Designing Knowledge Sharing-friendly Office Space

Summary:

Summary of the results from a question posed by Marc Steinlin (Helvetas) to the KM4Dev Community.

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Knowledge Sharing, Communities of Practice, and Organizational Change at the World Bank Group

Summary:

This article by Lesley Shneier, Sr Knowledge Specialist at the World Bank, chronicles the Knowledge Management initiative from its early days through 2005. Lesley was a member of the original 5-person KM team that introduced knowledge sharing to the World Bank and grew it into a world-class institution-wide program.

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Knowledge Expeditions concept note

Summary:

From tool-centric learning towards learning alliances centred on the pressing challenges faced by knowledge workers in the development community. This working document proposes a newly energized set of self-organising learning alliances forged from the KM4Dev community. Each alliance will mount a Knowledge Expedition, a purposeful exploration of the equipment a knowledge worker needs to respond to common development challenges.

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Non-profit Online News Journal

Summary:

Contains an article by Kim Henderson (UNDP) on their knowledge sharing approach and "Seven KM mistakes", by Michael Gilbert.

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Guide du récit de l’art de créer des passerelles grâce aux techniques narratives

Summary:

Ce guide a été conçu à la fois pour susciter la réflexion et offrir un instrument pratique à la DDC ainsi qu’à ses collaborateurs et partenaires. Son contenu devrait vous permettre d’acquérir une certaine compétence et assurance en tant que narrateurs ou animateurs. Il devrait en outre vous aider à mettre en place des méthodes et des programmes de récits plus complexes en vue de faciliter le partage des connaissances, l’appréhension du changement et la communication.

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Geschichten-Handbuch Brücken Bauen mit narrativen Methoden

Summary:

Dieses Handbuch soll der DEZA und ihren Mitarbeitenden und Partnern Denkanstösse und praktische Tipps liefern. Das vorliegende Material soll dazu beitragen, dass Sie die Fähigkeiten und das Vertrauen entwickeln, die zum Geschichtenerzählen und zur Moderation beim Geschichtenerzählen wichtig sind. Zudem hilft es möglicherweise bei der Entwicklung komplexerer Methoden und Programme im Bereich von Wissensaustausch, Organisationsentwicklung und Kommunikation.

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