IFPRI-NAIP- Leadership Program - J K Jena

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National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs

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IFPRI-NAIP- Leadership Program - J K Jena

  1. 1. Period : October 28- November 2, 2012 Sponsored by : NAIP, ICAR Leadership Decision Making - Optimizing organizational Performance Harvard Kennedy School Harvard University, Cambridge, Massachusetts, USA Reflection on the Training Programme on
  2. 2. 68 Participants from 17 countries Dr. N. P. Singh, Director, ICAR Res. Com., Goa Dr. H. Ravishankar, Director, CISH, Lucknow Dr. J. Patil, Director, DSR, Hyderabad Dr. N. V. Patil, Director, NRCC, Bikaner Dr. K. R. Kranthi, Director, CICR, Nagpur Dr. J. K. Jena, Director, Lucknow Participants from ICAR
  3. 3. The John F. Kennedy School of Government at Harvard University - Known as Harvard Kennedy School  It is a Public policy and Public administration School, and one of Harvard's graduate and professional schools.  Offers master degrees in public policy, public administration and international development; administers executive programs for senior government officials About HKS HKS - originally the Harvard Graduate School of Public Administration - founded in 1936 with a $2 million gift from a graduate of Harvard College. Littauer Building Taubman Building
  4. 4. Jennifer S. Lerner Professor of Public Policy and Management Director of the Harvard Laboratory for Decision Science
  5. 5. Introduction to Decision Science Jennifer S. Lerner, Professor of Public Policy and Management, Center for Public Leadership Linking Science to your stakes: The mindset of Decision Engineering Dr. Mark D.W. Edington, Executive Director, Harvard Decision Science Laboratory Decision Making in Groups Dr. Iris Bohnet, Professor of Public Policy Director, Women and Public Policy Program Blindspot: The hidden biases of good people Dr. Mahzarin Banaji, Executive Education Faculty Managing Risk and Uncertainty Dr. Richard Zeckhauser, Frank Plumpton Ramsey Professor of Political Economy Harvard Kennedy School Leavers for hanging behaviour Dr. Todd Rogers, Assistant Professor of Public Policy, Center for Public Leadership Negotiations Dr Guhan Subramanian, Executive Education Faculty Subjects and Faculty
  6. 6. Conversation with Larry Summers Lawrence Henry Summers – An Economist. - Chief Economist of World Bank - President of Harvard University - 71st Secretary of Treasury of US (under President Bill Clinton) - 8th Director of National Economic Council (For President Barrack Obama) Film: Mind over Money
  7. 7. The program aimed to teach participants the skills they need to develop for becoming effective “decision architects” — leaders who can design optimal decision making environments within their organizations and improve overall organizational capacity Opportunity to examine both the scientific basis for and the practical aspects of judgment and decision making, and learn how to build lasting leadership skills. Design optimal decision environments in your organization. How to communicate risk effectively. How to avoid the emotional and cognitive pitfall that can lead even the most experienced leaders to make mistakes. Provided participants with essential tools for sound executive decision making in a risky world.
  8. 8. The program provided opportunity for self-assessment • Learning about own biases • Attitudes toward risk • Ability to regulate emotions • Several other key personal insights - which often influence in our day today decision-making.
  9. 9. Strong and appropriate decision making 'by the Leadership' is the mantra for greater accomplishment of any organization GOAL: Good Science Good Scientist Good Facilities Good Environment - Good Leadership !! "The training probably has provided cue to think on new realm of issues and the execution processes while decision making at the organization“
  10. 10. What is Good Leadership ?? Good Leader - Expected to take good decision !! But, can also take bad/surprising decision Situation ......…. State of mind .......... Peer influence ….......... External pressure ………… So as to be recognised as a good leaders, we need to rise above these facets of life …....... It is difficult, but not impossible ……
  11. 11. Everyone wants a to be good leader ……. But, only a few succeeds They are the ones who executes the learning into action
  12. 12. Acknowledgements • Secretary, DARE & DG, ICAR • National Director, NAIP and NC & NAIP Official • DDG (Fisheries) • Officials of ICAR & DARE associated with HRD programnme • Harvard University • Director Colleagues
  13. 13. Thank you

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