Building Networks of Practice

{Excerpt} Extensive media coverage of applications such as FaceBook, MySpace, and LinkedIn suggests that networks are a new phenomenon. They are not: the first network was born the day people decided to create organizational structures to serve common interests—that is, at the dawn of mankind. However, the last 10–20 years have witnessed rapid intensification and evolution of networking activities, driven of course by information and communication technologies as well as globalization. These make it possible for individuals to exchange data, information, and knowledge; work collaboratively; and share their views much more quickly and widely than ever before. Thus, less and less of an organization’s knowledge resides within its formal boundaries or communities of practice. Knowledge cannot be separated from the networks that create, use, and transform it. In parallel, networks now play significant roles in how individuals, groups, organizations, and related systems operate. They will be even more important tomorrow. Since we can no longer assume that closely knit groups are the building blocks of human activity—or treat these as discrete units of analysis—we need to recognize and interface with less-bounded organizations, from non-local communities to links among websites. We should make certain that knowledge harvested in the external environment is integrated with what exists within, especially in dynamic fields where innovation stems from inter-organizational knowledge sharing and learning. Therefore, the structure and composition of nodes and ties, and how these affect norms and determine usefulness, must become key concerns. This makes the study of networks of practice a prime interest for both researchers and practitioners

Enhancing Knowledge Management Strategies

{Excerpt} Despite worldwide attention to strategic planning, the notion of strategic practice is surprisingly new. To draw a strategy is relatively easy but to execute it is difficult—strategy is both a macro and a micro phenomenon that depends on synchronization. One should systematically review, evaluate, prioritize, sequence, manage, redirect, and if necessary even cancel strategic initiatives

Exploring the remuneration ‘black box’: establishing an organizational learning insight into changing remuneration committee ‘social worlds’

Current executive compensation research posits a need to extend analysis beyond principalagent theory in order to explore the complex social influences and processes implicated in Remuneration Committee (RemCo) decision-making (e.g. Bender, 2007; Kakabadse et al, 2006; Main et al., 2007), particularly given the current uproar surrounding reported levels and structuring of executive remuneration. We respond to this international need by highlighting how innovative organizational learning theorizing can be integrated into further investigations of the remuneration ‘Black Box’, in order to focus attention upon the nuances of what and how organizational learning takes place in the remuneration process. Additionally, we note the importance of investigating the main actors and particularly their performance of complex roles within their rapidly evolving ‘social worlds’. By exploring the organizational learning phenomena implicated in executive remuneration, we argue that practitioners, regulatory bodies etc. can appreciate further the implications of their respective decision-making

Knowledge as Culture

Culture must not be seen as something that merely reflects an organization’s social reality: rather, it is an integral part of the process by which that reality is constructed. Knowledge management initiatives, per se, are not culture change projects; but, if culture stands in the way of what an organization needs to do, they must somehow impact

Firelight Foundation: An interim evaluation report of the Early Learning Innovation Fund

The Hewlett Foundation in 2014 selected Management Systems International (MSI) to implement a midterm evaluation of the Early Learning Innovation Fund. This evaluation explores the concept and design of the Fund; progress in achieving the Hewlett Foundation's four intermediary outcomes; and Firelight's implementation of the innovation fund with a focus on its approach to capacity building and expanding innovative programs. This evaluation also reviews the quality of the sub-grantees' monitoring and evaluation (M&E) systems and explores the potential of conducting an impact evaluation of sub-grantee activities

Sustainable management: a strategic challenge for a global minerals and metals industry

This paper refers to the concept of sustainable management as the management approach which efficiently integrates economic, environmental and social issues into the operations of the minerals and metals industries, with the aim of creating long-term benefits for all stakeholders, and securing the support, cooperation, and trust of the local community. Among many other issues, sustainable management deals with strategy, responsible project feasibility decisions, managing for operational efficiency, improved risk management, enhanced stakeholder relationships, and corporate reputation. Overall, it deals with seeking long-term competitive advantages through responsible management of environmental and social issues. An essential requirement for sustainable management is the corporate commitment to the values of sustainability, but this is not sufficient. Also essential is the development of a business culture where sustainability is a high professional and business value. Furthermore, an organizational structure with specific roles and integration mechanisms and adequate management systems are also required. Regarding business culture, a well-established business code is a necessary but an insufficient condition. Sustainable management relies on individual ethical conduct and trust to foster full participation of stakeholders and to encourage commitment among them. It allows decision making at appropriate levels in the organization and encourages individual risk-taking for continuous improvement. Without trust, social licence is not achievable. In this paper, the concept of sustainable management is introduced as the management approach that integrates a business culture, strong leadership and an organizational structure that strives for long term economics benefits through sustainability. To achieve this goal, sustainability must be vertically integrated at three organizational levels (corporate, divisional and operational) and three functional levels (strategy, planning and implementation)

Can Accreditation Work in Public Health? Lessons From Other Service Industries

Reviews the literature on the experiences and outcomes of existing accreditation programs in health and social service industries in order to derive implications about the potential benefits and costs of accreditation for public health agencies

Drawing Mind Maps

{Excerpt} Mind maps are a visual means that represent, link, and arrange concepts, themes, or tasks, with connections usually extending radially from a central topic. They are used by individuals and groups (informally and intuitively) to generate, visualize, structure, and classify these. Intelligence is a potential, and thinking is the operating skill through which it acts upon experience. Outside highly technical matters, perception is the most important part of thinking. If most errors of thinking are errors of perception—that being colored by emotions and values—thinking as a skill can be improved by practice and education. Numerous straightforward yet powerful tools encourage creativity and flexibility, and help optimize different styles of reasoning (including analyzing, integrating, planning, and problem solving). They include APC, OPV, PMI, brainstorming, lateral thinking, and mind maps. After they are mastered, these tools can be applied explicitly. We usually write notes as sentences that we break into paragraphs, lists, or bullet points. A mind map is a circular, nonlinear way of organizing information: it shows the connections between a central topic and the relative importance of the concepts, themes, or tasks that one relates to it. It can be applied by individuals and groups to generate, visualize, structure, and classify these whenever clearer thinking and improved learning will enhance performance and effectiveness

Learning Lessons with Knowledge Audits

{Excerpt} Knowledge from evaluations will not be used effectively if the specific organizational context, knowledge, and relationships of evaluation agencies, and the external environment they face, are not dealt with in an integrated and coherent manner. Knowledge management can shed light on this and related initiatives can catalyze and facilitate identification, creation, storage, sharing, and use of lessons. Most development agencies have committed to become learning organizations. But the use of evaluation for learning may be less important than that of other inputs, such as self evaluation and training, and evaluation results may only marginally support policy, strategy, and operational changes. In 2006, the Independent Evaluation Department in the Asian Development Bank determined to apply knowledge management to lesson learning. In 2007, it formulated a strategic framework to improve the organizational culture, management system, business processes, information technology solutions, community of practice, and external relations and networking for that. These Knowledge Solutions explain the strategic framework. They also describe the knowledge audit methodology developed to tie in with the department’s audiences. The online, questionnaire-based survey of perceptions conducted as a first exercise that year provided ready and multiple entry points against which the department can take measures to that intent, as well as a comprehensive baseline assessment against which to judge progress. Fundamentally, these Knowledge Solutions contend that evaluation agencies should move from “make-and-sell,” at the simplest level, to “sense-and-respond” in ways that are increasingly satisfying to stakeholders. Knowledge from evaluations will not be used effectively if the specific organizational context, knowledge, and relationships of evaluation agencies, and the external environment they face, are not dealt with in an integrated and coherent manner. Knowledge management can shed light on possible operating frameworks for this and knowledge management initiatives can be applied to catalyze and facilitate identification, creation, storage, sharing, and use of lessons. That would be knowledge utilization indeed