@techreport{akf_creative_2023, title = {Creative {Activities} for {Work} {Teams} and {Communities} of {Practice}. {A} guide for designing participatory, productive, and engaging sessions}, url = {https://akflearninghub.org/documents/creative-activities-for-work-teams-and-communities-of-practice}, abstract = {This free guide aims to build the skills and confidence of people designing and facilitating participatory, productive, and engaging workshop sessions for work teams and communities of practice by providing them with a series of creative activities that can be run in-person or virtually. By the time they have gone through this guide, session leads will be able to: Describe ways in which creative activities can be of value to teams and communities of practice, Design both in-person and virtual workshop sessions that incorporate creative activities, Facilitate participatory, productive and engaging workshop sessions that incorporate one or several creative activities, and Lead an effective debrief following a creative activity. This toolkit was developed by the Aga Khan Foundation.}, language = {en-US}, urldate = {2023-10-02}, author = {AKF}, year = {2023}, } @techreport{akf_virtual_2023, title = {Virtual {Facilitation} {Techniques} for {Work} {Teams} and {Communities} of {Practice}. {A} guide for designing and running dynamic and engaging remote sessions and meetings}, url = {https://akflearninghub.org/documents/virtual-facilitation-techniques-for-akfs-communities-of-practice/}, abstract = {This free guide aims to build the skills and confidence of people designing and facilitating virtual meetings, including online community of practice sessions. By the time they have gone through this guide, community of practice facilitators will be able to: Design an engaging and participatory virtual session, Develop an effective, varied and realistic agenda for a virtual session, Apply a wide range of virtual facilitation techniques, and Using technology to facilitate virtual sessions. This toolkit was developed by the Aga Khan Foundation.}, language = {en-US}, urldate = {2023-10-02}, author = {AKF}, year = {2023}, } @misc{folsom_designing_2023, title = {Designing \& {Facilitating} {Collaborative} {Learning} {Networks}. {A} toolkit}, url = {https://r4d.org/collaborativelearningtoolkit/}, abstract = {Collaborative Learning — an approach which brings together people who face common challenges to share knowledge and jointly problem-solve — is a powerful way to support locally-led development and achieve impact. It provides a structured process in which change agents determine priorities, set the learning agenda, work together to identify strategies to address complex challenges, and provide ongoing implementation support to one another. Collaborative Learning — unlike traditional approaches to technical assistance — centers the expertise of local change agents and captures the valuable tacit knowledge of practitioners to advance systems change. This toolkit synthesizes lessons, tips, and tools accumulated from more than a decade of experience designing and facilitating over 20 Collaborative Learning Networks. The lead author was Amanda Folsom, Senior Program Director and Collaborative Learning Practice Lead, Results for Development (R4D). The toolkit benefited from the contributions of many R4D colleagues, including Katie Bowman, Cheryl Cashin, Tanya Jones, Gina Lagomarsino, Agnes Munyua, Maria Jose Pastor, and Abeba Taddese. R4D has not done this alone. The lessons and examples are drawn from our work with many network partners from the Joint Learning Network for Universal Health Coverage (JLN), Linked Immunisation Action Network (Linked), Health Systems Strengthening Accelerator, Strategic Purchasing Africa Resource Center (SPARC), the Primary Health Care Performance Initiative (PHCPI), the Partnership for Evidence and Equity in Responsive Social Systems (PEERSS), and the School Action Learning Exchange (SALEX), to name a few. We are grateful for the thought partnership and support of our partners and funders, including the Bill \& Melinda Gates Foundation, Gavi, Hewlett Foundation, Jacobs Foundation, Rockefeller Foundation, USAID, and World Bank.}, language = {en-US}, urldate = {2023-10-02}, journal = {Results for Development}, author = {Folsom, Amanda}, year = {2023}, } @misc{samji_building_2021, title = {Building a {Movement} of {Public} {Problem} {Solvers} - {Building} {State} {Capability}}, url = {https://buildingstatecapability.com/2021/04/18/building-a-movement-of-public-problem-solvers/}, abstract = {Solving public problems is a hard and thankless job. One that is undertaken with a shortage of time as well as resources, and often under pressure to deliver results. A common approach used to solve public problems is to develop a plan, sometimes with experts, and then to assume that implementation will happen on autopilot. To quote Mike Tyson, “Everyone has a plan ’till they get punched in the mouth.” The question is, what do you do after you get punched? Continue with your existing plan? Or do you learn from the punch?}, language = {en-US}, urldate = {2022-07-15}, journal = {Building State Capability}, author = {Samji, Salimah}, month = apr, year = {2021}, } @misc{si_network_system_2020, title = {System {Innovation} {Network}}, url = {https://www.systemsinnovation.network/}, abstract = {The Si Network is an online platform for building the developing of systems innovation - connecting people around the world to learn and apply the ideas and methods of systems innovation towards addressing complex challenges and building better systems that work for all. Not sure what systems innovation is? Systems innovation is a new approach to innovation that tries to tackle complex social and environmental challenges through the use of more holistic \& innovation driven approaches. It is a kind of innovation that aims to change the underlying structure of a system, thus potentially enabling a more transformational kind of change - systems change - rather than incremental "innovation as usual". What Do You Do? We are building an ecosystem of individuals and organizations co-learning and co-creating systems innovation across geographies and sectors. This ecosystem is enabled by our online platform which provides educational content, toolkits, organizes events and projects as well as provides various support services for organizations. Purpose Statement Our purpose is to build the world’s capacity for systems innovation - so as to better understand and address complex challenges and co-create a world where systems work for all. We envision a world where everyone thinks in systems and has an understanding of complex systems. From this understanding, we are able to design and develop regenerative systems that work for everyone. Our mission is to grow the field of systems innovation as a pathway to co-learn the ideas of systems thinking and apply them to co-creating new systems Who's Involved? We are a networked organization of some 17K+ members forming part of 20+ hubs in major cities around the world. Our community is broad and diverse in areas of work and interest from designers, innovators, and entrepreneurs, to researchers and management but they all share a common interest in learning and applying systems thinking ideas. The Si platform is developed and managed by a small core team based in London UK. We are registered as a business but operate as a social enterprise focused on our purpose of advancing the area of systems innovation in theory and practice. Core Value Creativity - We put creativity at the centre of what we do. Holding a space for curiosity, diversity of views, exploration and critical thinking as a pathway to transformative innovation. Openness - We strongly believe in openness in our ways of being, thinking and organizing as a sustainable pathway to creating an adaptive, scalable and dynamic community. Growth Mindset - We embrace challenges as opportunities for continuous personal and collective learning and development, with a never-ending potential to grow and start with a new beginning. Perseverance - When facing uncertainty and failure, perseverance is what is needed to maintain commitment and a resilient pathway aligned with our purpose. Care - Care is one of our core principles. We foster relationships based on honesty and empathy, striving to be present and conscious in what we do and taking responsibility for the effects of our actions.}, language = {en}, urldate = {2023-10-03}, journal = {Si Network}, author = {Si Network}, year = {2020}, } @techreport{anderson_lac_2019, type = {Text}, title = {{LAC} {MEL} {Specialists} {Use} {Peer} {Network} to {Improve} {Quality} and {Use} of {Evidence}}, url = {https://usaidlearninglab.org/library/lac-mel-specialists-use-peer-network-improve-quality-and-use-evidence}, abstract = {Based on consultations and stocktakings with LAC Missions, the LAC Bureau identified Mission Monitoring, Evaluation and Learning (MEL) Specialists as influential decision makers regarding data and evidence use. The LAC Bureau aims to improve the quality and use of evidence for decision making, and ultimately to improve development outcomes.}, language = {en}, urldate = {2020-02-14}, institution = {USAID}, author = {Anderson, Todd M and Prevatt, Amy}, month = aug, year = {2019}, } @techreport{bazaz_smith_short_2019, address = {Washington DC}, title = {Short {Course} - {Adaptive} {Management}, an overview}, language = {en}, institution = {American University}, author = {Bazaz Smith, Komal}, month = feb, year = {2019}, pages = {9}, } @misc{holley_transformative_2018, title = {Transformative {Networks} {Are} {Multiscalar}}, url = {https://networkweaver.com/transformative-networks-are-multiscalar/}, abstract = {This is an excerpt from the Network Weaver Handbook. I’ll be writing an update with my latest research and thinking on the topic in the coming weeks so stay tuned!     June Holley How does tr…}, language = {en-US}, urldate = {2018-12-19}, journal = {NetworkWeaver}, author = {Holley, June}, month = dec, year = {2018}, } @misc{usaid_learn_course:_2018, type = {Text}, title = {Course: {Introduction} to {Collaborating}, {Learning} and {Adapting} ({CLA}) in the {Program} {Cycle}}, shorttitle = {Course}, url = {https://usaidlearninglab.org/course-introduction-cla-program-cycle}, language = {en}, urldate = {2019-03-06}, journal = {USAID Learning Lab}, author = {USAID LEARN}, month = oct, year = {2018}, } @misc{outcome_mapping_learning_community_outcome_2018, title = {Outcome {Mapping} {FAQs}}, url = {https://www.outcomemapping.ca/about/faqs.php}, abstract = {FAQ resource produced by IDRC's Evaluation Unit, with contributions from Kaia Ambrose, Sarah, Earl, Jan Van Ongevalle and Julius Nyangaga. We've added it here to answer some of your OM related questions.}, journal = {Outcome Mapping}, author = {{Outcome Mapping Learning Community}}, month = oct, year = {2018}, } @techreport{wild_building_2018, address = {London}, title = {Building a global learning alliance on adaptive management}, url = {https://www.odi.org/sites/odi.org.uk/files/resource-documents/12327.pdf}, language = {en}, urldate = {2018-12-21}, institution = {ODI}, author = {Wild, Leni and Ramalingam, Ben}, month = sep, year = {2018}, } @techreport{gandolfo_assessing_2018, address = {Washington DC}, title = {Assessing the {Demand} for a {Global} {Evidence} {Network}. {Mapping} {Existing} {Initiatives} and {Understanding} {Network} {Lessons} and {Opportunities}}, url = {https://results4america.org/wp-content/uploads/2018/07/Results-for-All-Network-Mapping-Report-1-3.pdf}, language = {en}, urldate = {2020-08-19}, institution = {Results for all}, author = {Gandolfo, Ari and Taddese, Abeba}, month = jun, year = {2018}, } @misc{noauthor_fostering_2018, title = {Fostering {Learning} and {Effectiveness} through {Collaboration}: {A} {New} {Collaborative} on {Transparency}, {Accountability}, and {Participation}}, shorttitle = {Fostering {Learning} and {Effectiveness} through {Collaboration}}, url = {http://www.transparency-initiative.org/uncategorized/2820/fostering-learning-effectiveness-collaboration-new-collaborative-transparency-accountability-participation/}, abstract = {What are the features, values, and practices of effective learning organizations? How do learning practices contribute to more effective programming? And, how can collaborations between academics, researchers and practitioners better support learning organizations in the global South?  These are just a few of the questions that a new global learning collaborative seeks to explore. In …}, language = {en-US}, urldate = {2018-07-17}, journal = {TAI}, month = may, year = {2018}, } @techreport{g7_whistler_2018, address = {G7 Summit 2018}, title = {The {Whistler} principles to accelerate innovation for development impact}, url = {http://www.g7.utoronto.ca/dev/180602-innovation.html}, abstract = {The Whistler principles to accelerate innovation for development impact : 2018 G7 Summit – Canada 2018 G7 Presidency – Charlevoix, Quebec}, language = {en-US}, urldate = {2018-11-13}, institution = {G7}, author = {{G7}}, month = feb, year = {2018}, } @misc{noauthor_collaboration_2018, title = {Collaboration for {Impact}}, url = {https://collaborationforimpact.com}, abstract = {The site seeks to accelerate the adoption of system collaboration and Collective Impact in Australia. It does so by creating knowledge, network and tools; shining a light on successful Collective Impact initiatives; and building an Australian community of practice.}, urldate = {2023-01-11}, year = {2018}, } @misc{noauthor_networkweaver_2018, title = {{NetworkWeaver}}, url = {https://networkweaver.com/}, abstract = {Weaving Smart Networks}, language = {en-US}, urldate = {2018-12-19}, journal = {NetworkWeaver}, year = {2018}, } @techreport{feedback_labs_adaptive_2018, title = {Adaptive {Development} {Switchboard} - {Final} {Report} ({Internal} {Document})}, institution = {LearnAdapt Programme}, author = {Feedback Labs}, year = {2018}, } @techreport{feedback_labs_switchboard_2018, title = {Switchboard {Survey} {Analysis} ({Internal} {Document})}, institution = {LearnAdapt Programme}, author = {Feedback Labs}, year = {2018}, } @techreport{glam_glam_2018, address = {London}, title = {{GLAM} {Monitoring} and {Learning} {Strategy} (internal document)}, institution = {ODI}, author = {GLAM}, year = {2018}, } @techreport{green_summer_2018, address = {Bologna}, title = {Summer {School} {Course} - {Adaptive} {Management} - {Working} {Effectively} in the {Complexity} of {International} {Development} (weekplan)}, url = {http://www.cid-bo.org/2018/Summer%20school/Adaptive-management_2018.html}, institution = {Oxfam}, author = {Green, Duncan and Guijt, Irene}, year = {2018}, } @book{millington_indispensable_2018, title = {The {Indispensable} {Community}: {Why} {Some} {Brand} {Communities} {Thrive} {When} {Others} {Perish}}, abstract = {How to Build Bigger, Better, and More Active Online CommunitiesBuzzing Communities cuts through the fluff to offer a clear process for creating thriving online communities. This book combines a century of proven science, dozens of real-life examples, practical tips, and trusted community-building methods. This step-by-step guide includes a lifecycle for tracking your progress and a framework for managing your organization's community efforts. This Book Will Help You to Understand what the members of your community really want. Dramatically increase the number of newcomers that become regulars. Avoid the mistakes most organizations make when they try to build online communities. Develop a fantastic, user-friendly website for your members. Grow your online community to critical mass and beyond Keep members engaged and active in your community. Measure the community's return on investment and explain the benefits to your organization.}, language = {English}, publisher = {Feverbee}, author = {Millington, Richard}, year = {2018}, } @techreport{hla_introduction_2017, address = {London}, title = {An introduction to the {Learning} {Architecture}}, url = {https://www.humanitarianleadershipacademy.org/our-learning-approach/social-learning/}, abstract = {The Learning Architecture is built on a flexible Learning Methodology and provides principles, technologies and behaviours of Scaffolded Social Learning.}, language = {en-US}, urldate = {2019-01-07}, institution = {Humanitarian Leadership Academy}, author = {HLA}, month = sep, year = {2017}, } @misc{+acumen_+acumen_2017, title = {+{Acumen} {MOOC}: {Adaptive} {Leadership}: {Mobilizing} for {Change} and {Disrupting} the {Status} {Quo}}, shorttitle = {Adaptive {Leadership}}, url = {http://www.plusacumen.org/courses/adaptive-leadership}, abstract = {This four-module course by +Acumen and Adaptive Change Advisors on adaptive leadership, which is a practical leadership framework developed at Harvard Kennedy School for driving systemic change, particularly during times of uncertainty or when there are no easy answers.}, urldate = {2017-06-07}, journal = {NovoEd}, author = {+Acumen}, year = {2017}, } @misc{noauthor_positive_2016, title = {Positive {Deviance} {Initiative}}, url = {http://www.positivedeviance.org}, urldate = {2017-11-04}, month = nov, year = {2016}, } @misc{lab_announcement_2016, title = {Announcement of {CLA} {Learning} {Network} {Launch}}, url = {https://usaidlearninglab.org/lab-notes/announcement-cla-learning-network-launch}, abstract = {USAID’s Bureau for Policy, Planning and Learning (PPL), together with the Bureau for Economic Growth, Education, and Environment’s localworks program, is pleased to announce the launch of a Learning Network focused on building the evidence base for Collaborating, Learning and Adapting (CLA).}, language = {und}, urldate = {2016-10-07}, journal = {USAID Learning Lab}, author = {Lab, Learning}, month = sep, year = {2016}, } @misc{edx_edx_2016, title = {{edX} {MOOC}: {Adaptive} {Leadership} in {Development}}, url = {https://www.edx.org/course/adaptive-leadership-development-uqx-lgdm3x}, abstract = {Gain the skills to be an adaptive leader in development and learn how to uncover local solutions to complex problems in developing countries.}, urldate = {2017-06-07}, journal = {edX}, author = {edX}, month = sep, year = {2016}, } @misc{mohr_building_2016, title = {Building intentional networks that drive impact (part 2)}, url = {https://blog.kumu.io/building-intentional-networks-that-drive-impact-part-2-2f5621c5efbe}, abstract = {This is part 2 of our series on building intentional networks. Make sure you’ve read part 1 before diving into this article!}, urldate = {2018-11-13}, journal = {In Too Deep}, author = {Mohr, Jeff}, month = jul, year = {2016}, } @misc{labs_adaptive_2016, title = {Adaptive {Management} {Leaders} {Launch} {Practical} {Adaptation} {Network} ({PAN})}, url = {http://feedbacklabs.org/adaptive-management-leaders-launch-practical-adaptation-network-pan/}, abstract = {Great things can happen at the frontier of theory and practice. When Feedback Labs worked with USAID’s Global Development Lab to bring together leaders in adaptive management at the White House on June 15th, we were pleased that we were able to move past the ongoing conceptual conversations toward discussing what we could do in concrete terms to implement adaptive management in practice.}, urldate = {2016-10-05}, journal = {FeedbackLabs}, author = {Labs, Feedback}, month = jul, year = {2016}, } @misc{mohr_building_2016, title = {Building intentional networks that drive impact}, url = {https://blog.kumu.io/building-intentional-networks-that-drive-impact-part-1-90a7271c7a2a}, abstract = {These days everyone is familiar with some type of network — whether that’s their professional network on LinkedIn, their social network on…}, urldate = {2018-12-19}, journal = {In Too Deep}, author = {Mohr, Jeff}, month = jul, year = {2016}, } @techreport{snedden_external_2016, title = {External {Review} of the {Building} {Effective} and {Accessible} {Markets} ({BEAM}) programme}, url = {https://beamexchange.org/uploads/filer_public/42/e8/42e8f5c3-4539-4c80-b726-6e4b5fd70915/beam_review_by_wyg.pdf}, urldate = {2019-03-01}, institution = {WYG International}, author = {Snedden, Ewan and Freer, Gordon and Moffatt, Michelle}, month = jul, year = {2016}, } @misc{noauthor_twp_2016, title = {{TWP} {CoP}}, url = {https://twpcommunity.org/}, language = {en-US}, urldate = {2020-10-14}, journal = {Thinking and Working Politically - Community of Practice}, year = {2016}, } @techreport{andrews_guide_2016, title = {A {Guide} to {Peer}-to-{Peer} {Learning}}, url = {https://www.effectiveinstitutions.org/media/The_EIP_P_to_P_Learning_Guide.pdf}, language = {en}, urldate = {2018-10-01}, institution = {Effective Institutions Platform}, author = {Andrews, Matt and Manning, Nick}, year = {2016}, pages = {32}, } @techreport{sidel_achieving_2014, address = {Birmingham, UK}, title = {Achieving reforms in oligarchical democracies: the role of leadership and coalitions in the {Philippines}}, shorttitle = {Achieving reforms in oligarchical democracies}, url = {http://www.dlprog.org/}, abstract = {This paper examines the role of developmental leadership in two major reforms introduced in the Philippines in 2012: the passage into law in December of excise tax reform which significantly raised taxes on cigarettes and alcohol – generally referred to as the Sin Tax Reform – and, in July, the re-registration of voters in the Autonomous Region of Muslim Mindanao (ARMM). These reforms have a) strengthened government finances and healthcare; and b) improved the quality of elections and promoted good governance and conflict resolution in the southern Philippines. Key points: These reforms were not achieved exclusively through the executive leadership of Philippine President Benigno Aquino III, this paper argues. A broader form of developmental leadership was critical to their passage into legislation and their subsequent implementation, made up of reform coalitions that incorporated elements of government, the legislature, and civil society. While these coalitions were diverse and flexible in their form and composition, their core strength came from established advocacy groups and experienced activists. These groups and activists used highly labour-intensive, specialized and complex forms of mobilization. The success of these reform coalitions, it is argued, has implications for economic and governance reform in the developing world, particularly in systems characterised by oligarchical democracy, where competition for elected office is closely linked to the entrenched interests of business and industry.}, language = {eng}, urldate = {2019-07-04}, institution = {Developmental Leadership Program}, author = {Sidel, John T.}, month = apr, year = {2014}, } @techreport{tops_designing_2013, address = {Washington DC}, title = {Designing {Participatory} {Meetings} and {Brownbags}: {A} {TOPS} {Quick} {Guide} to {Linking} {Development} {Practitioners}}, url = {https://usaidlearninglab.org/library/designing-participatory-meetings-and-brownbags}, abstract = {Visit this resource for ideas on designing meetings and brownbags that are engaging and build inopportunities for participant dialogue.}, language = {en}, urldate = {2018-12-19}, institution = {Technical and Operational Performance Support Program, USAID}, author = {TOPS}, month = sep, year = {2013}, } @misc{learning_lab_learning_2013, type = {Text}, title = {Learning {Lab} - {Collaborate}, {Learn} and {Adapt} for better development outcomes}, url = {https://usaidlearninglab.org}, abstract = {CLA is: a component of several missions' CDCSes. a conceptual framework for some principles and operational processes that can enable USAID to become a more effective learning organization and thereby a more effective development organization. an approach to facilitating local participation and capacity and promoting country-led development. For more information on CLA visit:}, language = {und}, urldate = {2016-08-05}, journal = {USAID}, author = {Learning Lab}, month = jan, year = {2013}, } @book{millington_buzzing_2012, title = {Buzzing {Communities}: {How} to build bigger, better, and more active online communities}, abstract = {How to Build Bigger, Better, and More Active Online CommunitiesBuzzing Communities cuts through the fluff to offer a clear process for creating thriving online communities. This book combines a century of proven science, dozens of real-life examples, practical tips, and trusted community-building methods. This step-by-step guide includes a lifecycle for tracking your progress and a framework for managing your organization's community efforts. This Book Will Help You to Understand what the members of your community really want. Dramatically increase the number of newcomers that become regulars. Avoid the mistakes most organizations make when they try to build online communities. Develop a fantastic, user-friendly website for your members. Grow your online community to critical mass and beyond Keep members engaged and active in your community. Measure the community's return on investment and explain the benefits to your organization.}, language = {English}, publisher = {Feverbee}, author = {Millington, Richard}, month = oct, year = {2012}, } @book{bacon_art_2012, address = {Sebastopol, CA}, title = {The {Art} of {Community}: {Building} the {New} {Age} of {Participation}}, isbn = {978-1-4493-1206-0}, shorttitle = {The {Art} of {Community}}, url = {http://artofcommunityonline.org/Art_of_Community_Second_Edition.pdf}, abstract = {Online communities provide a wide range of opportunities for supporting a cause, marketing a product or service, or building open source software. The Art of Community helps you recruit members, motivate them, and manage them as active participants. Author Jono Bacon offers experiences and observations from his 14-year effort to build and manage communities, including his current position as manager for Ubuntu.Discover how your community can become a reliable support network, a valuable source of new ideas, and a powerful marketing force. This expanded edition shows you how to keep community projects on track, make use of social media, and organize collaborative events. Interviews with 12 community management leaders, including Linus Torvalds, Tim O’Reilly, and Mike Shinoda, provide useful insights.Develop specific objectives and goals for building your communityBuild processes to help contributors perform tasks, work together, and share successesProvide tools and infrastructure that enable members to work quicklyCreate buzz around your community to get more people involvedHarness social media to broadcast information, collaborate, and get feedbackUse several techniques to track progress on community goalsIdentify and manage conflict, such as dealing with divisive personalities}, language = {English}, urldate = {2018-12-19}, publisher = {O'Reilly Media}, author = {Bacon, Jono}, month = jun, year = {2012}, } @book{holley_network_2012, title = {Network {Weaver} {Handbook}}, publisher = {Network Weaver}, author = {Holley, June}, year = {2012}, } @techreport{doremus_making_2011, title = {Making {Good} {Use} of {Adaptive} {Management}}, url = {http://www.ssrn.com/abstract=1808106}, language = {en}, urldate = {2019-02-25}, institution = {Center for Progressive Reform}, author = {Doremus, Holly and Andreen, William L. and Camacho, Alejandro E. and Farber, Daniel A. and Glicksman, Robert L. and Goble, Dale D. and Karkkainen, Bradley C. and Rohlf, Dan and Tarlock, A. Dan and Zellmer, Sandra B. and Jones, Shana Campbell and Huang, Yee}, month = apr, year = {2011}, } @techreport{hearn_not_2011, address = {London}, type = {Background note}, title = {Not everything that connects is a network}, abstract = {In the public policy context, networks have been predominant factors in policy formulation, innovation and global governance. While not a new phenomenon in the development landscape, networks are becoming increasingly prevalent. Donors, for example, are turning to networks to deliver aid interventions, NGOs are working through networks for collective advocacy and researchers collaborate across networks for greater policy influence. But are networks always the most appropriate vehicle? Where they are appropriate, how can we make the best use of them? This Background Note argues for a more rigorous understanding of their nature, particularly their value (and costs), and presents a revised Network Functions Approach as a model for rationalised investment in networks.}, language = {en}, institution = {ODI}, author = {Hearn, Simon and Mendizabal, Enrique}, year = {2011}, pages = {8}, } @techreport{mendizabal_alignment_2010, address = {London}, title = {The {Alignment}, {Interest} and {Influence} {Matrix} ({AIIM}) guidance note}, url = {https://www.odi.org/publications/5288-alignment-interest-and-influence-matrix-aiim-guidance-note}, abstract = {In 2007, on the eve of a workshop to introduce a new version of the RAPID approach to DFID policy teams, Enrique Mendizabal and Ben Ramalingam created the Alignment, Interest and Influence Matrix (AIIM), a stakeholder analysis tool that not only helps to identify key stakeholders, but also suggests a possible course of action towards them.}, language = {en}, urldate = {2019-04-07}, institution = {ODI/RAPID}, author = {Mendizabal, Enrique}, month = nov, year = {2010}, } @techreport{hearn_communities_2009, address = {London}, title = {Communities of practice: {Linking} knowledge, policy and practice}, shorttitle = {Communities of practice}, url = {https://www.odi.org/publications/1129-communities-practice-linking-knowledge-policy-and-practice}, abstract = {This paper describes the basic characteristics of CoPs and provides a rationale for their growing importance in international development. It also suggests some ways in which CoPs can be supported by development agencies, research institutes and donors to strengthen the linkages between knowledge, policy and practice.}, language = {en}, urldate = {2019-01-23}, institution = {ODI}, author = {Hearn, Simon and White, Nancy}, year = {2009}, } @book{wenger_digital_2009, address = {Portland}, title = {Digital habitats: stewarding technology for communities}, isbn = {978-0-9825036-0-7}, shorttitle = {Digital habitats}, language = {eng}, publisher = {CPsquare}, author = {Wenger, Etienne and White, Nancy and Smith, John D.}, year = {2009}, note = {OCLC: 602796157}, } @book{wenger_digital_2009, address = {Portland, OR}, title = {Digital habitats: stewarding technology for communities. {Chapter} 10 - {Action} {Book}}, isbn = {978-0-9825036-0-7}, shorttitle = {Digital habitats}, url = {https://docs.google.com/document/d/1ClBH0hRifzfT7PWe2SonqBAodCNWuSKGiBUMtnfziMk/edit?hl=en_US&pli=1}, language = {en}, publisher = {Cpsquare}, author = {Wenger, Etienne and White, Nancy and Smith, John D.}, year = {2009}, note = {OCLC: 602796157}, } @techreport{ramalingam_strengthening_2008, address = {London}, title = {Strengthening humanitarian networks: {Applying} the network functions approach}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/831.pdf}, abstract = {This note offers a simple, flexible and powerful methodology — the network functions approach (NFA) — that can be applied to analyse and strengthen humanitarian and development networks. Based on research undertaken at ODI and elsewhere, the NFA suggests there are six overlapping functions that different networks perform in varying combinations. Through reflection on a network’s current activities and how they relate to each of these functions, the NFA helps those facilitating, acting within or supporting networks to work towards an ‘ideal’ functional mix. The aim is for network strategies to be honed, thinking clarified, activities sharpened and ultimately, humanitarian performance improved.}, language = {en}, urldate = {2020-07-07}, institution = {ODI}, author = {Ramalingam, Ben and Mendizabal, Enrique and Schenkenberg van Mierop, Ed}, month = apr, year = {2008}, pages = {8}, } @article{nonaka_knowledge-creating_2007, title = {The {Knowledge}-{Creating} {Company}}, issn = {0017-8012}, url = {https://hbr.org/2007/07/the-knowledge-creating-company}, abstract = {Editor’s Note: This 1991 article helped popularize the notion of “tacit” knowledge—the valuable and highly subjective insights and intuitions that are difficult to capture and share because people carry them in their heads. Years later, the piece can still startle a reader with its views of organizations and of the types of knowledge that inform […]}, number = {July–August 2007}, urldate = {2018-12-17}, journal = {Harvard Business Review}, author = {Nonaka, Ikujiro}, month = jul, year = {2007}, keywords = {Creativity, Innovation, Product development, Research \& development}, } @techreport{mendizabal_building_2006, address = {London}, type = {Working {Paper}}, title = {Building effective research policy networks: linking function and form}, shorttitle = {Building effective research policy networks}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/146.pdf}, abstract = {This paper looks at the factors that affect the key structural characteristics of research policy networks in an attempt to develop a methodology for studying and understanding what networks do and how. It builds on previous work on the roles and functions that networks carry out and focuses on their structural characteristics. The literature on networks is explored to identify the main and most common factors affecting their structure, and then the paper considers the possible effects of these structural factors on a network's ability to perform one or more of these functions based on some of the lessons learned from a study of seven research policy networks in Peru. The paper provides a menu of factors and characteristics worth considering when intending to build effective networks.}, language = {en}, number = {276}, institution = {ODI}, author = {Mendizabal, Enrique}, month = oct, year = {2006}, note = {OCLC: 183914885}, } @techreport{mendizabal_understanding_2006, address = {London}, type = {Working {Paper}}, title = {Understanding {Networks}: {The} functions of research policy networks}, shorttitle = {Understanding {Networks}}, url = {https://www.odi.org/sites/odi.org.uk/files/odi-assets/publications-opinion-files/150.pdf}, abstract = {We are constantly talking about networks. Banks use their networks to offer global services to customers; airlines fly passengers all over the world via their networks of partners; news agencies use media networks to keep us informed every minute of the day; and terrorist networks threaten citizens around the world. The importance of networks extends to the development sector: they organise civil society to advocate for and implement change; they link the local with the global, the private with the public; and they provide spaces for the creation, sharing and dissemination of knowledge. In a way, networks seem to make anything and everything happen. But we have yet to understand what they are and what they can and cannot do. In the development literature, a huge variety of policy and social network concepts and applications exists. This paper attempts to set out a framework to help clarify what research policy networks do.}, language = {en}, number = {271}, urldate = {2020-08-19}, institution = {ODI}, author = {Mendizabal, Enrique}, month = jun, year = {2006}, } @book{ashley_participation_2006, address = {London}, title = {Participation by the poor in {Luang} {Prabang} tourism economy: current earnings and opportunities for expansion}, isbn = {978-0-85003-816-3}, shorttitle = {Participation by the poor in {Luang} {Prabang} tourism economy}, url = {http://www.odi.org.uk/publications/working_papers/wp273.pdf}, language = {en}, urldate = {2020-08-19}, publisher = {ODI}, author = {Ashley, Caroline}, year = {2006}, note = {OCLC: 836665277}, } @book{hildreth_knowledge_2003, address = {Hershey}, title = {Knowledge {Networks}: {Innovation} {Through} {Communities} of {Practice}}, isbn = {978-1-59140-200-8}, shorttitle = {Knowledge {Networks}}, abstract = {Knowledge Networks: Innovations Through Communities of Practice draws on the experience of people who have worked with CoPs in the real world and to present their combined wisdom in a form that is accessible to a wide audience. CoPs are examined from a practical, rather than a purely academic point of view. The book also examines the benefits that CoPs can bring to an organization, provides a number of case studies, lessons learned and sets of guidelines. It also looks at virtual CoPs and to the future by asking 'what next?' This book is a resource for all people who work with CoPs - both in academia and in the real world.}, language = {English}, publisher = {IGI Global}, editor = {Hildreth, Paul and Kimble, Chris}, month = jul, year = {2003}, } @book{wenger_cultivating_2002, title = {Cultivating {Communities} of {Practice}: {A} {Guide} to {Managing} {Knowledge}}, isbn = {978-1-57851-330-7}, shorttitle = {Cultivating {Communities} of {Practice}}, abstract = {Today's marketplace is fueled by knowledge. Yet organizing systematically to leverage knowledge remains a challenge. Leading companies have discovered that technology is not enough, and that cultivating communities of practice is the keystone of an effective knowledge strategy.Communities of practice come together around common interests and expertise- whether they consist of first-line managers or customer service representatives, neurosurgeons or software programmers, city managers or home-improvement amateurs. They create, share, and apply knowledge within and across the boundaries of teams, business units, and even entire companies-providing a concrete path toward creating a true knowledge organization.In Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder argue that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential-without squelching the inner drive that makes them so valuable.Through in-depth cases from firms such as DaimlerChrysler, McKinsey \& Company, Shell, and the World Bank, the authors demonstrate how communities of practice can be leveraged to drive overall company strategy, generate new business opportunities, tie personal development to corporate goals, transfer best practices, and recruit and retain top talent. They define the unique features of these communities and outline principles for nurturing their essential elements. They provide guidelines to support communities of practice through their major stages of development, address the potential downsides of communities, and discuss the specific challenges of distributed communities. And they show how to recognize the value created by communities of practice and how to build a corporate knowledge strategy around them.Essential reading for any leader in today's knowledge economy, this is the definitive guide to developing communities of practice for the benefit-and long-term success-of organizations and the individuals who work in them.Etienne Wenger is a renowned expert and consultant on knowledge management and communities of practice in San Juan, California. Richard McDermott is a leading expert of organization and community development in Boulder, Colorado. William M. Snyder is a founding partner of Social Capital Group, in Cambridge, Massachusetts.}, language = {en}, publisher = {Harvard Business Press}, author = {Wenger, Etienne and McDermott, Richard Arnold and Snyder, William}, year = {2002}, note = {Google-Books-ID: m1xZuNq9RygC}, } @book{nonaka_knowledge-creating_1995, title = {The {Knowledge}-creating {Company}: {How} {Japanese} {Companies} {Create} the {Dynamics} of {Innovation}}, isbn = {978-0-19-509269-1}, shorttitle = {The {Knowledge}-creating {Company}}, abstract = {How have Japanese companies become world leaders in the automotive and electronics industries, among others? What is the secret of their success? Two leading Japanese business experts, Ikujiro Nonaka and Hirotaka Takeuchi, are the first to tie the success of Japanese companies to their ability to create new knowledge and use it to produce successful products and technologies. In The Knowledge-Creating Company, Nonaka and Takeuchi provide an inside look at how Japanese companies go about creating this new knowledge organizationally.The authors point out that there are two types of knowledge: explicit knowledge, contained in manuals and procedures, and tacit knowledge, learned only by experience, and communicated only indirectly, through metaphor and analogy. U.S. managers focus on explicit knowledge. The Japanese, on the other hand, focus on tacit knowledge. And this, the authors argue, is the key to their success--the Japanese have learned how to transform tacit into explicit knowledge. To explain how this is done--and illuminate Japanese business practices as they do so--the authors range from Greek philosophy to Zen Buddhism, from classical economists to modern management gurus, illustrating the theory of organizational knowledge creation with case studies drawn from such firms as Honda, Canon, Matsushita, NEC, Nissan, 3M, GE, and even the U.S. Marines. For instance, using Matsushita's development of the Home Bakery (the world's first fully automated bread-baking machine for home use), they show how tacit knowledge can be converted to explicit knowledge: when the designers couldn't perfect the dough kneading mechanism, a software programmer apprenticed herself with the master baker at Osaka International Hotel, gained a tacit understanding of kneading, and then conveyed this information to the engineers. In addition, the authors show that, to create knowledge, the best management style is neither top-down nor bottom-up, but rather what they call "middle-up-down," in which the middle managers form a bridge between the ideals of top management and the chaotic realities of the frontline.As we make the turn into the 21st century, a new society is emerging. Peter Drucker calls it the "knowledge society," one that is drastically different from the "industrial society," and one in which acquiring and applying knowledge will become key competitive factors. Nonaka and Takeuchi go a step further, arguing that creating knowledge will become the key to sustaining a competitive advantage in the future. Because the competitive environment and customer preferences changes constantly, knowledge perishes quickly. With The Knowledge-Creating Company, managers have at their fingertips years of insight from Japanese firms that reveal how to create knowledge continuously, and how to exploit it to make successful new products, services, and systems.}, language = {en}, publisher = {Oxford University Press}, author = {Nonaka, Ikujirō and Nonaka, Ikujir o and Ikujiro, Nonaka and Nonaka, Professor of Knowledge Ikujiro and Takeuchi, Hirotaka and Takeuchi, Both Professors of Management at the Institute of Business Research Hirotaka}, year = {1995}, keywords = {Entrepreneurship, Knowledge Capital, Leadership}, } @misc{noauthor_center_nodate, title = {Center for {Theory} of {Change}}, url = {https://www.theoryofchange.org/}, language = {en-US}, urldate = {2019-08-12}, journal = {Theory of Change Community}, } @misc{noauthor_organizational_nodate, title = {Organizational {Development} {Network} - {Advancing} the science, practice and impact of {Dialogic} {Organizational} {Development}}, url = {https://www.odnetwork.org/page/dialogic-od}, abstract = {Dialogic OD is a label used to distinguish a mindset about organizations, leadership and change that is different from foundational Diagnostic OD. Gervase Bushe and Bob Marshak introduced the concept in 2009 to show that new forms of organization development had emerged since the mid 1980s (like appreciative inquiry, future search, open space, and world café, among many others) that did not conform with, and in some ways violated, central principles of OD found in textbooks and taught in graduate programs. Since then, theory and research on Dialogic OD has expanded rapidly. Bushe and Marshak argue that each OD practitioner is likely to use a unique combination of diagnostic and dialogic mindsets in their practice. In the 2015 textbook on Dialogic Organization Development, Edgar Schein describes Dialogic OD as a return to the roots of OD’s original spirit of inquiry, and opined that Dialogic OD may have emerged because organizational problems are now more complex, ambiguous and uncertain. Since then, the idea that Diagnostic OD is better suited to complicated, technical problems and Dialogic OD better suited to complex, adaptive challenges, has been echoed by others.}, urldate = {2023-10-20}, }