TY - BLOG TI - Designing & Facilitating Collaborative Learning Networks. A toolkit AU - Folsom, Amanda T2 - Results for Development AB - 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. DA - 2023/// PY - 2023 LA - en-US UR - https://r4d.org/collaborativelearningtoolkit/ Y2 - 2023/10/02/10:19:51 ER - TY - BLOG TI - Building a Movement of Public Problem Solvers - Building State Capability AU - Samji, Salimah T2 - Building State Capability AB - 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? DA - 2021/04/19/T01:05:29+00:00 PY - 2021 LA - en-US UR - https://buildingstatecapability.com/2021/04/18/building-a-movement-of-public-problem-solvers/ Y2 - 2022/07/15/08:38:33 ER - TY - ELEC TI - System Innovation Network AU - Si Network T2 - Si Network AB - 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. DA - 2020/// PY - 2020 LA - en UR - https://www.systemsinnovation.network/ Y2 - 2023/10/03/09:01:13 ER - TY - RPRT TI - LAC MEL Specialists Use Peer Network to Improve Quality and Use of Evidence AU - Anderson, Todd M AU - Prevatt, Amy T2 - CLA Case Competition AB - 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. DA - 2019/08/14/T13:48:53-04:00 PY - 2019 LA - en M3 - Text PB - USAID UR - https://usaidlearninglab.org/library/lac-mel-specialists-use-peer-network-improve-quality-and-use-evidence Y2 - 2020/02/14/12:30:08 ER - TY - RPRT TI - Short Course - Adaptive Management, an overview AU - Bazaz Smith, Komal CY - Washington DC DA - 2019/02// PY - 2019 DP - Zotero SP - 9 LA - en PB - American University ER - TY - ELEC TI - Course: Introduction to Collaborating, Learning and Adapting (CLA) in the Program Cycle AU - USAID LEARN T2 - USAID Learning Lab DA - 2018/10/29/T23:50:26-04:00 PY - 2018 LA - en M3 - Text ST - Course UR - https://usaidlearninglab.org/course-introduction-cla-program-cycle Y2 - 2019/03/06/09:52:50 ER - TY - RPRT TI - Building a global learning alliance on adaptive management AU - Wild, Leni AU - Ramalingam, Ben CY - London DA - 2018/09// PY - 2018 DP - Zotero LA - en PB - ODI UR - https://www.odi.org/sites/odi.org.uk/files/resource-documents/12327.pdf Y2 - 2018/12/21/00:00:00 ER - TY - ELEC TI - Collaboration for Impact AB - 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. DA - 2018/// PY - 2018 UR - https://collaborationforimpact.com Y2 - 2023/01/11/00:00:00 ER - TY - RPRT TI - Summer School Course - Adaptive Management - Working Effectively in the Complexity of International Development (weekplan) AU - Green, Duncan AU - Guijt, Irene CY - Bologna DA - 2018/// PY - 2018 PB - Oxfam UR - http://www.cid-bo.org/2018/Summer%20school/Adaptive-management_2018.html ER - TY - ELEC TI - +Acumen MOOC: Adaptive Leadership: Mobilizing for Change and Disrupting the Status Quo AU - +Acumen T2 - NovoEd AB - 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. DA - 2017/// PY - 2017 ST - Adaptive Leadership UR - http://www.plusacumen.org/courses/adaptive-leadership Y2 - 2017/06/07/15:39:52 ER - TY - ELEC TI - Positive Deviance Initiative DA - 2016/11/07/ PY - 2016 UR - http://www.positivedeviance.org Y2 - 2017/11/04/09:56:41 ER - TY - BLOG TI - Announcement of CLA Learning Network Launch AU - Lab, Learning T2 - USAID Learning Lab AB - 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). DA - 2016/09/29/T16:50:27-04:00 PY - 2016 LA - und UR - https://usaidlearninglab.org/lab-notes/announcement-cla-learning-network-launch Y2 - 2016/10/07/08:10:31 ER - TY - ELEC TI - edX MOOC: Adaptive Leadership in Development AU - edX T2 - edX AB - Gain the skills to be an adaptive leader in development and learn how to uncover local solutions to complex problems in developing countries. DA - 2016/09/13/T19:02:35-04:00 PY - 2016 UR - https://www.edx.org/course/adaptive-leadership-development-uqx-lgdm3x Y2 - 2017/06/07/08:48:22 ER - TY - BLOG TI - Adaptive Management Leaders Launch Practical Adaptation Network (PAN) AU - Labs, Feedback T2 - FeedbackLabs AB - 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. DA - 2016/07/19/T10:16:31+00:00 PY - 2016 UR - http://feedbacklabs.org/adaptive-management-leaders-launch-practical-adaptation-network-pan/ Y2 - 2016/10/05/18:45:27 ER - TY - ELEC TI - TWP CoP T2 - Thinking and Working Politically - Community of Practice DA - 2016/// PY - 2016 LA - en-US UR - https://twpcommunity.org/ Y2 - 2020/10/14/10:04:35 ER - TY - ELEC TI - Learning Lab - Collaborate, Learn and Adapt for better development outcomes AU - Learning Lab T2 - USAID AB - 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: DA - 2013/01/07/T12:01:49-05:00 PY - 2013 LA - und M3 - Text UR - https://usaidlearninglab.org Y2 - 2016/08/05/14:49:47 ER - TY - BOOK TI - The Art of Community: Building the New Age of Participation AU - Bacon, Jono AB - 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 CY - Sebastopol, CA DA - 2012/06/02/ PY - 2012 DP - Amazon SP - 576 LA - English PB - O'Reilly Media SN - 978-1-4493-1206-0 ST - The Art of Community UR - http://artofcommunityonline.org/Art_of_Community_Second_Edition.pdf Y2 - 2018/12/19/00:00:00 ER - TY - RPRT TI - Making Good Use of Adaptive Management AU - Doremus, Holly AU - Andreen, William L. AU - Camacho, Alejandro E. AU - Farber, Daniel A. AU - Glicksman, Robert L. AU - Goble, Dale D. AU - Karkkainen, Bradley C. AU - Rohlf, Dan AU - Tarlock, A. Dan AU - Zellmer, Sandra B. AU - Jones, Shana Campbell AU - Huang, Yee T2 - White Paper #1104 DA - 2011/04// PY - 2011 DP - Crossref LA - en PB - Center for Progressive Reform UR - http://www.ssrn.com/abstract=1808106 Y2 - 2019/02/25/12:05:53 ER - TY - MGZN TI - The Knowledge-Creating Company AU - Nonaka, Ikujiro T2 - Harvard Business Review AB - 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 […] DA - 2007/07/01/T04:00:00Z PY - 2007 DP - hbr.org IS - July–August 2007 SN - 0017-8012 UR - https://hbr.org/2007/07/the-knowledge-creating-company Y2 - 2018/12/17/10:37:45 KW - Creativity KW - Innovation KW - Product development KW - Research & development ER - TY - BOOK TI - The Knowledge-creating Company: How Japanese Companies Create the Dynamics of Innovation AU - Nonaka, Ikujirō AU - Nonaka, Ikujir o AU - Ikujiro, Nonaka AU - Nonaka, Professor of Knowledge Ikujiro AU - Takeuchi, Hirotaka AU - Takeuchi, Both Professors of Management at the Institute of Business Research Hirotaka AB - 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. DA - 1995/// PY - 1995 DP - Google Books SP - 320 LA - en PB - Oxford University Press SN - 978-0-19-509269-1 ST - The Knowledge-creating Company KW - Entrepreneurship KW - Knowledge Capital KW - Leadership ER -