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Management Knowledges Development
 
<ul><li>Development </li></ul><ul><li>Planned intervention intended to achieve desired result? </li></ul><ul><li>An outcom...
<ul><li>Knowledges </li></ul><ul><li>Evidence needed to make the correct decision? </li></ul><ul><li>'Dynamic, social and ...
<ul><li>Management </li></ul><ul><li>The control and direction of resources to achieve a desired result? </li></ul><ul><li...
<ul><ul><li>Knowledge industry not a service industry </li></ul></ul><ul><ul><li>Overlapping knowledge ecologies </li></ul...
The  most significant benefits from innovative interdisciplinary initiatives are likely: •  To be different from those tha...
'Developing countries are therefore modernising, but in their own ways. Development proceeds through unexpected combinatio...
Assessment Why? - For accountability - To support management responsiveness - For broader learning Meeting the plan is a v...
Assessment 2 Whatever methodology is fit for purpose   - Measurement   - Audit   - Evaluative practice   - Collective enqu...
Conclusions Definitely a challenge Requires a transformation of the organisations on which we rely for funding and/or empl...
'professionalization means having enough room to manoeuvre to be able to respond to the changing situation in the countrie...
Development  Assessment Management Knowledges
Bibliography Alan Blackwell, Lee Wilson, Charles Boulton and John Knell 'Creating value across boundaries: Maximising the ...
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IKM Emergent

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Presentation by Mike Powell, Director, IKM Emergent Programme - Washington, DC, 6th May 2011

Published in: Education, Business
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IKM Emergent

  1. 1. Management Knowledges Development
  2. 3. <ul><li>Development </li></ul><ul><li>Planned intervention intended to achieve desired result? </li></ul><ul><li>An outcome of the influences of multiple stakeholders with diverse purposes on an socio-economic context which is always </li></ul><ul><ul><li>Complex </li></ul></ul><ul><ul><li>Dynamic </li></ul></ul><ul><ul><li>Unpredictable </li></ul></ul><ul><ul><li>Emergent </li></ul></ul>
  3. 4. <ul><li>Knowledges </li></ul><ul><li>Evidence needed to make the correct decision? </li></ul><ul><li>'Dynamic, social and emergent' </li></ul><ul><li>Multiple knowledges and knowledge cultures </li></ul><ul><ul><li>Disciplines </li></ul></ul><ul><ul><li>Roles </li></ul></ul><ul><ul><li>Perspectives </li></ul></ul><ul><li>Related to power </li></ul>
  4. 5. <ul><li>Management </li></ul><ul><li>The control and direction of resources to achieve a desired result? </li></ul><ul><li>Capacity to create conditions for </li></ul><ul><ul><li>Listening and understanding </li></ul></ul><ul><ul><li>Effective relationships </li></ul></ul><ul><ul><li>Appropriate interventions </li></ul></ul><ul><ul><li>Intelligent iteration </li></ul></ul>
  5. 6. <ul><ul><li>Knowledge industry not a service industry </li></ul></ul><ul><ul><li>Overlapping knowledge ecologies </li></ul></ul><ul><ul><li>Based on 'knowledge initiatives' ranging from the simplest survey to the abolition of world poverty </li></ul></ul>
  6. 7. The most significant benefits from innovative interdisciplinary initiatives are likely: • To be different from those that were expected. • Not to be expressible in terms of the discipline that originated the initiative. • To involve new questions, or reformulation of objectives. • To be in the form of capacity to respond to future events, not past ones. • To arise after a long time – perhaps long after the initiative has formally ended. These kinds of benefit are not easy to manage. (Blackwell et al 2010)
  7. 8. 'Developing countries are therefore modernising, but in their own ways. Development proceeds through unexpected combinations of order and chaos, based on sediments of precolonial and colonial relations mixed with modern technologies, institutions and ambitions, with all this taking shape in an increasingly interdependent world' van Lieshout p 86
  8. 9. Assessment Why? - For accountability - To support management responsiveness - For broader learning Meeting the plan is a very tepid indicator of success Inherent problems - Causality - Overlapping interests - Time
  9. 10. Assessment 2 Whatever methodology is fit for purpose - Measurement - Audit - Evaluative practice - Collective enquiry All as a contribution to further reflection rather than as definitive fact
  10. 11. Conclusions Definitely a challenge Requires a transformation of the organisations on which we rely for funding and/or employment A question of science A question of professionalism
  11. 12. 'professionalization means having enough room to manoeuvre to be able to respond to the changing situation in the countries themselves, to experiment, to be part of a learning system, and to render account for the main framework of their interventions, rather than the details' van Lieshout P 202
  12. 13. Development Assessment Management Knowledges
  13. 14. Bibliography Alan Blackwell, Lee Wilson, Charles Boulton and John Knell 'Creating value across boundaries: Maximising the return from interdisciplinary innovation' NESTA, 2010 Hearn S., le Borgne E. & Brown V, ' Monitoring and evaluating development as a knowledge industry' IKM Working Paper no 12, 2011 Le Borgne E., Brown V. and Hearn S., 'Monitoring and evaluating development as a knowledge ecology' IKM Working Paper no 13, 2011 van Lieshout P., Went r. and Kremer M. ' Less Pretension, More Ambition' WRR/ Amsterdam University Press 2010

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