Evidence Cafés and Practitioner Cafés supported by online resources: A route to innovative training in practice based approaches

Current radical changes in the Police service internationally and in England and Wales are being driven by movements to adopt an Evidence-Based Practice (EBP) approach to policing. However this poses a challenge as early adopters have experienced resistance to EBP, a relatively unknown, and more importantly misunderstood approach for policing (Sherman, 2015). This resistance is not limited to police with international research highlighting implementation issues for evidence based medicine (Altman, 1996; Fairhurst & Dowrick, 1996; Murphy and Adams, 2005), evidence based management (Adams & Sasse, 1999; Rousseau, 2012), and evidence based teaching (Beista, 2007, Perry & Smart, 2007; Adams & Clough, 2015). One reason is the lack of training in EBP, which is coupled with recent concerns over the general quality of training and level of professionalism within UK police organisation (Davies et al, 1996). There have been international initiatives aimed at increasing learning around evidence based practice (Rousseau, 2012; Hall and Roussel, 2014). Some UK police forces have adopted approaches from other domains to counteract these problems (e.g. champions, enquiry visits). Mapping clear pathways that link training, experience and evidence-based practice is crucial to developing the capacity for an evidence-based workforce. This paper presents evidence from recent research that used Evidence Cafés and Practitioner Cafés connected to online resources as a route to increase understanding and awareness of evidence based practice amongst frontline police officers. Evidence Cafés are coordinated by a knowledge exchange expert with an academic and a police practitioner who facilitate the translation of research into practice. This paper presents evidence of the benefit and limitations of these events. Analytics and learning analytics of events’ online resources also provide insights into these approaches and identify triggers for increased engagement across a wide geographical context

Stampede October 15, 2019

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Along the Spectrum of Transparency, What is the Optimal Level in Sharing Performance Management Assessments with Employees?

The world of performance management (PM) is undoubtedly undergoing significant reform. Deloitte’s recent survey shows that approximately 50% of organizations are unsatisfied with their PM system’s ability to drive business value, encourage development, and improve engagement and performance, while 70% are taking action to update their PM system. The annual goal setting and PM review, bell-­‐curve rating system, and rank-­‐and-­‐yank practices are simply not setting organizations up for success. Similarly, replacement planning has evolved to a comprehensive system of Succession Management, where high potential talent from all levels is identified and developed for future roles. In addition to evolving the PM system itself, organizations have been continually assessing the optimal level of transparency. As Gen Y employees enter the workforce, there has been a call-­‐to-­‐action for employers to increase transparency in all regards. As one Harvard Business Review article detailed, “Authenticity paves the way for transparency. When employees know what it takes to perform, develop, grow, and succeed, they trust that their company is a meritocracy.” Yet, organizations may not yet be delivering on this front, with a recent Towers Watson survey revealing that 72% of organizations do not inform employees that they have been labeled as high potential and a Talent Management Network study revealing that 73% choose not to communicate advancement potential. Companies fear employee potential transparency will negatively impact engagement, motivation, and turnover. The Talent Strategy Group confronted organizations by asking, “How long do you feel it’s appropriate to lie to your employees about their future?” To encourage transparency, the organization highlighted benefits of transparency, including a culture of trust, employee ownership of their careers, and increased engagement through offering a differentiated experience for high potentials. The following case studies highlight key learnings and reasons for pursuing a transparent PM strategy

Lessons in Collaboration: A Tool for Convenors

Collaboration is not a science. To be successful, one needs to be in a constant learning mode, sharing best practices with others, reflecting deeply on one's own methodologies and constantly striving to define impact. The following insights and reflections are offered to assist others as they strive to drive their missions forward through collaborations. The comments in this paper reflect only the views of the Connect U.S. fund staff, based on their collective experience working on collaborative projects. The field of collaboration deserves broader, deeper, and more rigorous analysis and review. We hope this paper will help spur interested funders to take up that task

Gamification in project management: experiences from business and training

Cada vez se aplican más conceptos de gamificación o ludificación en los más diversos ámbitos desde la salud, la enseñanza, el mundo empresarial, etc. En la misma forma, se pueden aplicar estrategias de gamificación para la Gestión de Proyectos. Este documento refleja la experiencia de aplicar distintos conceptos de gamificación en la práctica como la aplicación de lego serious play en las distintas etapas de la gestión de un proyecto: iniciación, planificación, ejecución y cierre de un proyecto en una empresa de ingeniería. Igualmente se muestra experiencias de aplicación de juegos de tablero en cursos de Gestión de Proyectos.More and more concepts of gamification or ludification are applied in the most diverse areas from health, education, the business world, etc. In the same way, gamification strategies can be applied for Project Management. This document reflects the experience of applying different concepts of gamification in practice such as the application of lego serious play in the different stages of project management: initiation, planning, execution and closing of a project in an engineering company. It also shows experiences of application of board games in courses of Project Management

Funder Collaboration: A Compelling and Cautionary Tale

This a compelling story of collaboration. It is an inspiring example of funders having the courage to not accept the usual fragmented approach. They believed the lives of vulnerable children deserved better. After enormous effort they reached a stage of performing effectively as a funder collaborative.But this is also a cautionary tale. Collaborating with other funders is much harder than going it alone. This example illustrates the phenomenal costs, compromises and commitment involved in making a joint venture collaborative work. It cautions against pooled funding with diverse donors, implementing an innovative and complex programme in such a demanding context.This begs the big question - was it all worth it? After all, "it was a pretty expensive experiment" as one member said. In terms of the work on the ground in Tangababwe, the honest answer is probably not. Steering committee members admit that the collaborative has not got near to achieving most of its initial aims (but this may be more a consequence of the unique challenges the project faced in-country, rather than funder collaboration itself).What is clear is that despite the costs and difficulties involved, the members have subsequently scaled up their collaborative ventures with other funders. They say that the learning they gained from this demanding, first-hand experience made it worthwhile. They may be more wary of the intensity of pooled funding, but are more convinced than ever of the value of funder collaboration itself. They are now much more aware of the huge risks involved, but are choosing to collaborate with other funders all the more