PFields - DSL721 - Power Point - Effective Leadership Communication-PPTPamela Fields
This document provides an overview of effective communication and leadership. It discusses how communication is critical for organizational success and defines key terms like communication, leadership, and active listening. It outlines the communication process and different communication types. It also addresses potential communication barriers and provides tips for overcoming challenges like assumptions and clarity. The document emphasizes the importance of tailoring communication based on audience and developing communication skills through practice and feedback. It stresses that both leaders and followers should focus on developing others. The takeaways highlight maintaining an open dialogue, knowing your audience, recognizing different roles, and finding accountability partners to strengthen skills.
Sharing the presentation slides from a short workshop I ran in April 2017, on why Design Thinking is becoming a much-needed capability in the change manager's toolkit. This event was kindly sponsored by Allegra Consulting.
I have since created an online course (masterclass) on this topic - check it out:
https://change-hacks.teachable.com/
The document discusses the differences between efficiency and effectiveness. Efficiency refers to doing things right and focuses on process and output to input ratio. Effectiveness refers to doing the right thing and focuses on meeting desired outcomes. The document uses the example of cellular manufacturing in a nut production industry to demonstrate how efficiency leads to effective results. Elements like material handling, inventory, quality, people, and customer benefits are discussed in terms of how efficient processes result in more effective outcomes. The conclusion states that efficiency is a productivity metric while effectiveness is a quality metric.
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
The document discusses change management and organizational change. It defines change management as the process of managing the people side of change to achieve business outcomes. It then outlines the history and evolution of change management from the pre-1990s focus on understanding human change, to the 1990s when it entered business terminology, to the 2000s when it became more formalized. Popular models for managing change are also discussed, including ADKAR, Kotter's 8-step process, and Lewin's three-step model. Resistance to change and overcoming resistance are also summarized.
The document provides an overview of knowledge management concepts including definitions of data, information and knowledge. It discusses why knowledge management is important for organizations in today's economy. Some key approaches and concepts in knowledge management are explained such as tacit vs explicit knowledge and the knowledge management life cycle. The role of information technology in knowledge management systems is also summarized.
VW knowledge management implementation - Case studyVaibhav Goel
The knowledge management process at Volkswagen was initiated by HR management to prevent losing knowledge when employees leave. They aimed to capture experts' knowledge gained from experience and customer interactions. Different professionals are involved depending on the department, including experts, project managers, and HR specialists. Knowledge of all types, such as experience and skills, is managed using tailored methods like knowledge maps and workshops. The process involves knowledge creation, collection, review, sharing, and use for innovation. Technology and common language tools help support the knowledge management system and cultural understanding within the organization. The benefits include retaining expert knowledge, smooth handovers, avoiding duplication, and synergies between teams.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
PFields - DSL721 - Power Point - Effective Leadership Communication-PPTPamela Fields
This document provides an overview of effective communication and leadership. It discusses how communication is critical for organizational success and defines key terms like communication, leadership, and active listening. It outlines the communication process and different communication types. It also addresses potential communication barriers and provides tips for overcoming challenges like assumptions and clarity. The document emphasizes the importance of tailoring communication based on audience and developing communication skills through practice and feedback. It stresses that both leaders and followers should focus on developing others. The takeaways highlight maintaining an open dialogue, knowing your audience, recognizing different roles, and finding accountability partners to strengthen skills.
Sharing the presentation slides from a short workshop I ran in April 2017, on why Design Thinking is becoming a much-needed capability in the change manager's toolkit. This event was kindly sponsored by Allegra Consulting.
I have since created an online course (masterclass) on this topic - check it out:
https://change-hacks.teachable.com/
The document discusses the differences between efficiency and effectiveness. Efficiency refers to doing things right and focuses on process and output to input ratio. Effectiveness refers to doing the right thing and focuses on meeting desired outcomes. The document uses the example of cellular manufacturing in a nut production industry to demonstrate how efficiency leads to effective results. Elements like material handling, inventory, quality, people, and customer benefits are discussed in terms of how efficient processes result in more effective outcomes. The conclusion states that efficiency is a productivity metric while effectiveness is a quality metric.
This presentation is tailored for organizational leaders who are interested in using digital to gain competitive advantage. It provides a systematic approach for steering the course of your digital transformation journey--from assessing your starting point to framing your digital challenge, focusing investment, mobilizing the organization and finally sustaining the digital transition.
What this guide will focus is not technology implementation, but a company-wide approach to digital transformation. It includes a step-by-step practical guidance for leaders to digitally transform their organizations by showing where to invest in digital capabilities and how to lead the transformation.
The digital transformation framework presented consists of four key phases and twelve detailed steps as well as practical tips to fundamentally improve business performance.
LEARNING OBJECTIVES
1. Acquire knowledge and the key concepts of digital transformation
2. Describe the digital transformation framework, phases and step-by-step process
3. Conduct a self-assessment of your digital mastery
CONTENTS
1. Introduction and Key Concepts of Digital Transformation
2. Digital Transformation Framework, Phases and Step-by-step Process
3. Digital Mastery Self-Assessment
To download this complete presentation, visit:
https://www.oeconsulting.com.sg/ppt-digital-transformation-implementation-guide
The document discusses change management and organizational change. It defines change management as the process of managing the people side of change to achieve business outcomes. It then outlines the history and evolution of change management from the pre-1990s focus on understanding human change, to the 1990s when it entered business terminology, to the 2000s when it became more formalized. Popular models for managing change are also discussed, including ADKAR, Kotter's 8-step process, and Lewin's three-step model. Resistance to change and overcoming resistance are also summarized.
The document provides an overview of knowledge management concepts including definitions of data, information and knowledge. It discusses why knowledge management is important for organizations in today's economy. Some key approaches and concepts in knowledge management are explained such as tacit vs explicit knowledge and the knowledge management life cycle. The role of information technology in knowledge management systems is also summarized.
VW knowledge management implementation - Case studyVaibhav Goel
The knowledge management process at Volkswagen was initiated by HR management to prevent losing knowledge when employees leave. They aimed to capture experts' knowledge gained from experience and customer interactions. Different professionals are involved depending on the department, including experts, project managers, and HR specialists. Knowledge of all types, such as experience and skills, is managed using tailored methods like knowledge maps and workshops. The process involves knowledge creation, collection, review, sharing, and use for innovation. Technology and common language tools help support the knowledge management system and cultural understanding within the organization. The benefits include retaining expert knowledge, smooth handovers, avoiding duplication, and synergies between teams.
This guide gives the big picture about how to implement a KM program in an organization. Take it as a checklist of what has to be taken into account in such implementation.
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
CommCare Workshop_Javetski and Wacksmon_4.22.13CORE Group
The document provides an overview of a workshop on planning CommCare projects. It discusses how CommCare can help address challenges faced by community health workers related to accountability, access, quality, and experience. The summary includes evidence from studies that show CommCare improves timeliness of visits, adherence to protocols, CHW knowledge, and engagement of clients. The workshop materials to be provided aim to guide attendees in designing their own CommCare applications and implementing CommCare projects.
This document discusses a study on the impact of knowledge sharing on organizational learning and effectiveness. The study surveyed 499 employees across nine hotels in Taiwan. It found that knowledge sharing has a positive linear relationship with organizational learning, and significantly contributes to it. Additionally, knowledge sharing, organizational learning, and organizational effectiveness were shown to have a positive relationship through regression analysis. The study concludes that knowledge sharing positively influences organizational learning and effectiveness.
The document summarizes the results of a capacity assessment conducted in Kenya to identify gaps and develop a capacity development plan to strengthen institutions in addressing agriculture in national adaptation plans. The assessment evaluated 6 key institutions and found weaknesses in knowledge generation and sharing, partner engagement, and implementation abilities. Priority areas for capacity building included improving the enabling environment for knowledge and implementation, as well as individual capacities. A capacity development process is underway with stakeholder meetings to identify support areas and resource mobilization efforts.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
This document discusses key concepts for building a business case to evaluate the feasibility of implementing shared services. It provides an overview of how to calculate costs and benefits, collect current state metrics, and consider sensitivities. Calculating benefits focuses on headcount reductions through process efficiencies and benchmarks. Costs include labor, technology, consulting, and site-related expenses. Non-quantifiable benefits like improved customer service and controls are also noted. Current state metrics involve analyzing headcounts, volumes, and costs by activity. Interviews provide context.
Facilitating Online Interaction 4 Learning Resource SlidesNancy Wright White
This document summarizes a workshop on using community strategies for online learning. It discusses several topics:
1. The agenda for the workshop, which included forming goals, exercises, recaps and sharing resources.
2. An exercise where participants identified questions about using communities for online learning.
3. Different types of social learning communities and their purposes, structures, and how they evolve over time.
4. The importance of clearly defining a community's purpose and allowing its structure and activities to support that purpose.
5. Various activities that can be used in social learning communities to engage members, such as meetings, projects, expert support, and relationship building.
This document discusses Kirkpatrick's four levels of training evaluation: reaction, learning, behavior, and results. It provides an overview of each level and guidelines for evaluating training at each level. It also presents a case study of Cisco Systems evaluating a new training program on their return-to-vendor process using all four levels. Level 1 evaluated reactions to the training. Level 2 evaluated learning through embedded tests. Level 3 evaluated changes in behavior by observing trainees. Level 4 evaluated results such as reductions in costs and inventory from the new process.
The document discusses various models and conceptions of the learning organization. It presents different frameworks for organizational learning, including distinguishing between organizational learning and a learning organization. Several thinkers and their models are covered, such as Argyris and Schon's model of single-loop and double-loop learning, Revans' focus on programmed and questioned learning, and Senge's five disciplines of a learning organization. Nonaka's knowledge-creating company model is also examined, focusing on converting tacit to explicit knowledge. Throughout, questions are provided to prompt discussion and application of the various learning organization concepts.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
This document discusses compensation management in Nepal. It begins by defining compensation management and outlining its goals of rewarding performance. It then describes the different components of compensation, including direct payments, benefits, and incentives. It discusses the objectives, characteristics, types, and principles of compensation systems. It outlines various theories related to compensation and the process of compensation management. It also analyzes Nepal's current practices in areas like job analysis, compensation determination, performance-based pay, and social dialogue. It concludes by identifying requirements for an effective compensation system in Nepal, such as a human resource strategy, information systems, a harmonized compensation plan, and performance-based compensation.
The document outlines 10 ways to build expertise: 1) assess yourself, 2) read books and online materials, 3) join communities, 4) attend conferences, 5) use social media, 6) present and teach, 7) publish content, 8) attend training, 9) learn by doing, and 10) find a mentor. It provides details on each method, including specific resources and advice. The overall aim is to help individuals identify areas of expertise and guide ongoing learning through diverse activities.
The document discusses different types of knowledge and strategies for knowledge transfer. It describes explicit knowledge as being easily codified and communicated, while tacit knowledge is difficult to articulate and usually learned through demonstration. The SECI model of knowledge conversion is introduced, which shows how knowledge is transformed between its tacit and explicit forms through socialization, externalization, combination, and internalization. Common strategies for knowledge transfer discussed include best practices, communities of practice, and electronic technologies. The goal of knowledge transfer is facilitating organizational learning by sharing what is learned in one part of an organization with other parts.
1) The document discusses knowledge management systems and knowledge-based expert systems. It describes key capabilities like leveraging existing knowledge and creating new knowledge to position companies favorably in markets.
2) Important reasons for actively managing knowledge are to facilitate decision-making, build learning organizations, and stimulate cultural change and innovation.
3) Expert systems provide high quality performance solving difficult problems like human experts through vast domain knowledge and explanation capabilities.
LUCENTIS CONSULTING Carve Out Framework V1.0Bart Beeckmans
The document discusses approaches to carving out parts of a company that is being sold. It emphasizes focusing on people by respecting and engaging employees, and clear communication. The types of carve outs include stand-alone, merger, and joint venture structures. Key phases involve preparing for the sale, announcing a buyer, and integrating with the buyer. For IT carve outs, strategies include retaining IT with the parent company, transitioning to the buyer's IT, or building new systems. Data classification and managing workstreams are also discussed. Lessons focus on collaboration, dynamic resource allocation, flexibility, and documentation.
Selling knowledge management services in your organizationSIKM
Deloitte is the largest private professional services firm in the world, with over 200,000 professionals generating $32 billion annually. The document discusses Deloitte's approach to knowledge management, which aims to capture both explicit and tacit knowledge to improve efficiency. It outlines key lessons learned, including establishing clear governance, defining knowledge management goals, continually justifying the business case, and recognizing that changing culture and behaviors is the greatest challenge. Ultimately, knowledge management seeks to get the right information to the right people at the right time to support business goals.
Kirkpatrick developed a four-level model for evaluating training programs that is widely used. Level I evaluates participants' reaction to the training; Level II evaluates learning; Level III evaluates behavior change; and Level IV evaluates results including business impact. Each level provides information for the next and higher levels, but alone does not guarantee outcomes at those levels. Evaluation methods include questionnaires, tests, observations and metrics tailored to the objectives of the particular training program.
The document discusses accelerating knowledge transfer at scale through a case study of the Growth Network community. It describes how the community grew rapidly from several hundred to over a thousand members. This posed challenges around maintaining quality knowledge sharing and engagement as the community expanded. To address this, the Growth Network implemented several strategies, including multidimensional onboarding, listening tours, shifting to topic-based groupings, introducing foundational content, developing ambassador and peer-led groups, and focusing on members' whole-person needs. The results were a suite of executive-led groups, advisory councils, a hybrid conference model, and recurring wellness programs, allowing knowledge to scale across the larger community.
This document provides guidance on defining, documenting, and determining what constitutes a "good practice". It outlines criteria for good practices, including being effective and sustainable, as well as participatory and able to be replicated. The document also includes templates for documenting good practices with elements such as objectives, stakeholders, methodology, impacts, and lessons learned. Gender is to be considered in all aspects of identifying and explaining a good practice.
Reading material on success story writing for m&e staff ita sukkurFida Karim 🇵🇰
This document provides guidance on writing success stories, case studies, best practices, and lessons learned. It defines each term and explains the differences between them. A success story briefly captures positive outcomes of an intervention, while a case study provides more detailed analysis, including both positive and negative factors. Best practices are proven processes that are replicable, sustainable, and community-tested. Lessons learned are factual insights derived from project experiences and stakeholder feedback. The document offers tips for writing each type of documentation and ensuring quality, such as using compelling facts, a story-like format, and linking outcomes to activities.
Communities of practice have become an accepted part of organizational development. One should pay attention to domain, membership, norms and rules, structure and process, flow of energy, results, resources, and values.
CommCare Workshop_Javetski and Wacksmon_4.22.13CORE Group
The document provides an overview of a workshop on planning CommCare projects. It discusses how CommCare can help address challenges faced by community health workers related to accountability, access, quality, and experience. The summary includes evidence from studies that show CommCare improves timeliness of visits, adherence to protocols, CHW knowledge, and engagement of clients. The workshop materials to be provided aim to guide attendees in designing their own CommCare applications and implementing CommCare projects.
This document discusses a study on the impact of knowledge sharing on organizational learning and effectiveness. The study surveyed 499 employees across nine hotels in Taiwan. It found that knowledge sharing has a positive linear relationship with organizational learning, and significantly contributes to it. Additionally, knowledge sharing, organizational learning, and organizational effectiveness were shown to have a positive relationship through regression analysis. The study concludes that knowledge sharing positively influences organizational learning and effectiveness.
The document summarizes the results of a capacity assessment conducted in Kenya to identify gaps and develop a capacity development plan to strengthen institutions in addressing agriculture in national adaptation plans. The assessment evaluated 6 key institutions and found weaknesses in knowledge generation and sharing, partner engagement, and implementation abilities. Priority areas for capacity building included improving the enabling environment for knowledge and implementation, as well as individual capacities. A capacity development process is underway with stakeholder meetings to identify support areas and resource mobilization efforts.
This document provides an overview of knowledge management. It defines data, information, and knowledge and describes explicit and tacit knowledge. It discusses the history of knowledge management from the 1970s to present. It also outlines several common knowledge management models and describes the typical stages in the knowledge management life cycle including information mapping, storage, retrieval, use, and auditing. Finally, it discusses some key terms used in knowledge management.
This document discusses key concepts for building a business case to evaluate the feasibility of implementing shared services. It provides an overview of how to calculate costs and benefits, collect current state metrics, and consider sensitivities. Calculating benefits focuses on headcount reductions through process efficiencies and benchmarks. Costs include labor, technology, consulting, and site-related expenses. Non-quantifiable benefits like improved customer service and controls are also noted. Current state metrics involve analyzing headcounts, volumes, and costs by activity. Interviews provide context.
Facilitating Online Interaction 4 Learning Resource SlidesNancy Wright White
This document summarizes a workshop on using community strategies for online learning. It discusses several topics:
1. The agenda for the workshop, which included forming goals, exercises, recaps and sharing resources.
2. An exercise where participants identified questions about using communities for online learning.
3. Different types of social learning communities and their purposes, structures, and how they evolve over time.
4. The importance of clearly defining a community's purpose and allowing its structure and activities to support that purpose.
5. Various activities that can be used in social learning communities to engage members, such as meetings, projects, expert support, and relationship building.
This document discusses Kirkpatrick's four levels of training evaluation: reaction, learning, behavior, and results. It provides an overview of each level and guidelines for evaluating training at each level. It also presents a case study of Cisco Systems evaluating a new training program on their return-to-vendor process using all four levels. Level 1 evaluated reactions to the training. Level 2 evaluated learning through embedded tests. Level 3 evaluated changes in behavior by observing trainees. Level 4 evaluated results such as reductions in costs and inventory from the new process.
The document discusses various models and conceptions of the learning organization. It presents different frameworks for organizational learning, including distinguishing between organizational learning and a learning organization. Several thinkers and their models are covered, such as Argyris and Schon's model of single-loop and double-loop learning, Revans' focus on programmed and questioned learning, and Senge's five disciplines of a learning organization. Nonaka's knowledge-creating company model is also examined, focusing on converting tacit to explicit knowledge. Throughout, questions are provided to prompt discussion and application of the various learning organization concepts.
How Xerox Services is Driving Learning Culture with New L&D TechnologiesDavid Blake
Bersin by Deloitte research suggests that the single biggest driver of business impact tends to be the strength of an organization’s learning culture. But most of today’s workers are increasingly overwhelmed, distracted and impatient. They’re also now empowered to direct more and more of their development, often using outside resources. As a result, building a culture of continuous, everyday learning is a growing challenge for many L&D teams. New tools and emerging technologies can help, but building and sustaining an effective learning culture also demands that L&D professionals embrace new ways of thinking and working.
In this presentation you will learn:
-What learners can teach L&D professionals about learning
-What types of technologies can enable continuous learning
-How Xerox Services University is leveraging a culture of continuous experimentation to build a habit of everyday learning
This document discusses compensation management in Nepal. It begins by defining compensation management and outlining its goals of rewarding performance. It then describes the different components of compensation, including direct payments, benefits, and incentives. It discusses the objectives, characteristics, types, and principles of compensation systems. It outlines various theories related to compensation and the process of compensation management. It also analyzes Nepal's current practices in areas like job analysis, compensation determination, performance-based pay, and social dialogue. It concludes by identifying requirements for an effective compensation system in Nepal, such as a human resource strategy, information systems, a harmonized compensation plan, and performance-based compensation.
The document outlines 10 ways to build expertise: 1) assess yourself, 2) read books and online materials, 3) join communities, 4) attend conferences, 5) use social media, 6) present and teach, 7) publish content, 8) attend training, 9) learn by doing, and 10) find a mentor. It provides details on each method, including specific resources and advice. The overall aim is to help individuals identify areas of expertise and guide ongoing learning through diverse activities.
The document discusses different types of knowledge and strategies for knowledge transfer. It describes explicit knowledge as being easily codified and communicated, while tacit knowledge is difficult to articulate and usually learned through demonstration. The SECI model of knowledge conversion is introduced, which shows how knowledge is transformed between its tacit and explicit forms through socialization, externalization, combination, and internalization. Common strategies for knowledge transfer discussed include best practices, communities of practice, and electronic technologies. The goal of knowledge transfer is facilitating organizational learning by sharing what is learned in one part of an organization with other parts.
1) The document discusses knowledge management systems and knowledge-based expert systems. It describes key capabilities like leveraging existing knowledge and creating new knowledge to position companies favorably in markets.
2) Important reasons for actively managing knowledge are to facilitate decision-making, build learning organizations, and stimulate cultural change and innovation.
3) Expert systems provide high quality performance solving difficult problems like human experts through vast domain knowledge and explanation capabilities.
LUCENTIS CONSULTING Carve Out Framework V1.0Bart Beeckmans
The document discusses approaches to carving out parts of a company that is being sold. It emphasizes focusing on people by respecting and engaging employees, and clear communication. The types of carve outs include stand-alone, merger, and joint venture structures. Key phases involve preparing for the sale, announcing a buyer, and integrating with the buyer. For IT carve outs, strategies include retaining IT with the parent company, transitioning to the buyer's IT, or building new systems. Data classification and managing workstreams are also discussed. Lessons focus on collaboration, dynamic resource allocation, flexibility, and documentation.
Selling knowledge management services in your organizationSIKM
Deloitte is the largest private professional services firm in the world, with over 200,000 professionals generating $32 billion annually. The document discusses Deloitte's approach to knowledge management, which aims to capture both explicit and tacit knowledge to improve efficiency. It outlines key lessons learned, including establishing clear governance, defining knowledge management goals, continually justifying the business case, and recognizing that changing culture and behaviors is the greatest challenge. Ultimately, knowledge management seeks to get the right information to the right people at the right time to support business goals.
Kirkpatrick developed a four-level model for evaluating training programs that is widely used. Level I evaluates participants' reaction to the training; Level II evaluates learning; Level III evaluates behavior change; and Level IV evaluates results including business impact. Each level provides information for the next and higher levels, but alone does not guarantee outcomes at those levels. Evaluation methods include questionnaires, tests, observations and metrics tailored to the objectives of the particular training program.
The document discusses accelerating knowledge transfer at scale through a case study of the Growth Network community. It describes how the community grew rapidly from several hundred to over a thousand members. This posed challenges around maintaining quality knowledge sharing and engagement as the community expanded. To address this, the Growth Network implemented several strategies, including multidimensional onboarding, listening tours, shifting to topic-based groupings, introducing foundational content, developing ambassador and peer-led groups, and focusing on members' whole-person needs. The results were a suite of executive-led groups, advisory councils, a hybrid conference model, and recurring wellness programs, allowing knowledge to scale across the larger community.
This document provides guidance on defining, documenting, and determining what constitutes a "good practice". It outlines criteria for good practices, including being effective and sustainable, as well as participatory and able to be replicated. The document also includes templates for documenting good practices with elements such as objectives, stakeholders, methodology, impacts, and lessons learned. Gender is to be considered in all aspects of identifying and explaining a good practice.
Reading material on success story writing for m&e staff ita sukkurFida Karim 🇵🇰
This document provides guidance on writing success stories, case studies, best practices, and lessons learned. It defines each term and explains the differences between them. A success story briefly captures positive outcomes of an intervention, while a case study provides more detailed analysis, including both positive and negative factors. Best practices are proven processes that are replicable, sustainable, and community-tested. Lessons learned are factual insights derived from project experiences and stakeholder feedback. The document offers tips for writing each type of documentation and ensuring quality, such as using compelling facts, a story-like format, and linking outcomes to activities.
Tricky Terminology: Making Sense Of and Applying Research and Evidence-Based ...sondramilkie
This document discusses evidence-based, research-based, and evidence-informed approaches to programming. It defines evidence-based programs as those developed and evaluated through rigorous scientific studies, while research-based programs draw on published research but have not undergone the same level of evaluation. Evidence-informed programs use principles from effective programs to improve existing efforts, without a strong research base. The document provides examples of programs at different points on the continuum and discusses the benefits of more rigorous, evidence-based approaches.
BEST PRACTICE: Identification, Documentation, and Confirmationzorengubalane
This material presents the process and basic guidelines in the identification, documentation, and confirmation of best practice as introduced by SEDIP.
This final webinar will emphasise the importance of understanding the problem before brainstorming solutions to better ensure a match between barriers and the solutions.
MORE INFO: http://bit.ly/2KctiLH
This document provides an overview and agenda for a two-day Results-Based Management training session hosted by the ESA Regional Office. Day 1 will cover key principles and drivers of RBM, problem analysis using various lenses, developing an outcome chain, and prioritizing strategies. Day 2 will focus on developing a results framework, monitoring and evaluation, results-based budgeting, and reporting. The training aims to help participants apply RBM principles to strengthen results-oriented and equitable programming. Sessions will provide opportunities to practice tools like problem trees, stakeholder mapping, and formulating results statements and indicators.
This document summarizes a regional initiative in Ireland called "Take one step" that aimed to raise digital literacy across higher education institutions. It involved diagnostic surveys, innovation funds, and roadshows to train staff and students on digital skills. An evaluation found high satisfaction rates but also challenges with sustaining engagement, especially among students. Suggestions are provided to better reach those most in need of training and to evidence the impact on teaching practices.
This document discusses bridging the gap between research and practice in health programs and policies. It notes there is often a divide between researchers and decision-makers due to differing perspectives and priorities. The document advocates placing research within the policy and program continuum to better align research with decision-making needs. This involves considering how research outcomes could inform advocacy, policy formulation, program design, monitoring or evaluation. It also stresses involving stakeholders throughout the research process to promote evidence-based decision-making.
This document summarizes research on the effectiveness of different practices used in youth mentoring programs. It presents a framework for evaluating evidence on program practices, which involves categorizing research studies based on their level of evidence and methodological rigor. The framework is then applied to analyze research on the effectiveness of pre-match training for mentors. While evidence is mixed, the framework can help mentoring programs make informed judgments about pre-match training and identify ways to strengthen the evidence base.
HBLSS: Improving on Innovation
American College of Nurse Midwives
Safe Motherhood and Reproductive Health Working Group Showcase
CORE Group Spring Meeting, April 29, 2010
Mobile health (mHealth) technologies can help community health workers (CHWs) improve their performance through data-driven management. mHealth systems collect data on CHW activities and client outcomes that supervisors can use for supportive supervision, feedback, and incentives to motivate high performance. Successful mHealth requires organizational changes, technical support, training, and scaling capabilities to fully utilize data and sustain results over time. A maturity model outlines five stages programs progress through to maximize mHealth's impact from initial demonstrations to integrated, long-term solutions.
Nancy Hey discusses building evidence and capacity for evidence-informed policymaking. She notes that the UK is a world leader in providing scientific advice to policymakers. The What Works Network organizations help share learning across different areas by bringing together researchers, policymakers, and other stakeholders. These networks have helped spread this evidence-informed approach internationally. Effective knowledge sharing requires collaboration between various groups to support decisions grounded in strong evidence rather than assumptions.
This document summarizes a presentation on change management models and their application to an immunization eLearning initiative. It discusses several common change management models, including Kotter's 8 steps, Lewin's 3 stages of "Unfreeze-Change-Refreeze", and Prosci's 3 phases. It then reviews preparation work done by WHO and UNICEF to understand training needs and barriers to adopting an eLearning program. The presentation outlines change management strategies used, such as identifying influencers, developing communications, and providing incentives, to help achieve goals of high training participation and acceptance of online learning. It shares some promotional materials and engagement activities used and discusses pilot programs at WHO and GAVI's change management efforts.
This document discusses identifying and sharing good practices within organizations. It defines good practice as a process or methodology that has been shown to be effective. It recommends a six-step process for identifying and sharing good practices: 1) identify user requirements, 2) discover good practices, 3) document good practices, 4) validate good practices, 5) disseminate and apply good practices, and 6) develop an infrastructure to support good practice sharing. The benefits of sharing good practices include improving performance, reducing costs, and minimizing knowledge loss. Cautions include that good practice is an ongoing process and culture plays an important role.
This document provides an overview of Exemplars in Global Health, an organization that studies exemplar countries to identify lessons that can be applied more broadly. It conducts research on various health topics in multiple countries with in-country and cross-country partners. Exemplars synthesizes findings to create clear narratives and supports audiences in applying the lessons. Its goal is to help organizations and policymakers address health challenges by learning from the most successful international examples.
The fifth webinar continues the momentum of the series as it focuses on providing concrete approaches for identifying barriers and enablers, emphasising behaviour change approaches.
READ MORE: http://bit.ly/2LOwbj0
There are eight principles of adult learning that guide educators in their work:
1) Learning involves a change in knowledge or behavior for adults. Adults seek out new information and learning opportunities.
2) Adults must be motivated to learn and choose to participate in educational activities. Their motivation impacts learning outcomes.
3) Adults learn best through direct participation and practical activities rather than passive learning. Educators should ensure learning starts at the right level and promotes success.
4) Learning content should have immediate real-world application to engage adults and address their needs. Problems and examples are better than abstract concepts.
This document summarizes research on the effectiveness of different mentoring program practices. It presents a framework for evaluating evidence on program practices with different levels and strengths of evidence. Research suggests practices like structured mentor-youth activities, ongoing mentor training, clear meeting frequency expectations, and using mentors from helping professions can positively impact youth outcomes. However, more research is still needed to strengthen the evidence base on specific program practices. The document encourages practitioners to consider this research and ways to incorporate findings while also improving program evaluation.
The document discusses strategy maps and matrices for influencing changes in boundary partners of a project. It lists possible program activities that can cause, persuade or support changes in individual partners and their environments. These include setting rules, disseminating information, creating learning opportunities, and providing support networks. Immediate changes may be driven by costly activities, while long-term change is more sustainable through community-driven activities. The document also discusses monitoring elements like changes in behaviors and relationships, the strategies employed, and program functioning.
Similar to Good practices? Experience capitalization for continuous learning (20)
Agenda of the 5th NENA Soil Partnership meetingFAO
The Fifth meeting of the Near East and North African (NENA) Soil Partnership will take place from 1-2 April 2019 in Cairo, Egypt. The objectives of the meeting are to consolidate the NENA Soil Partnership, review the work plan, organize activities to establish National Soil Information Systems, agree to launch a Regional Soil Laboratory for NENA, and strengthen networking. The meeting agenda includes discussions on soil information systems, a soil laboratory network, and implementing the Voluntary Guidelines for Sustainable Soil Management. The performance of the NENA Soil Partnership will also be assessed and future strategies developed.
This document summarizes the proceedings of the first meeting of the Global Soil Laboratory Network (GLOSOLAN). GLOSOLAN was established to harmonize soil analysis methods and strengthen the performance of laboratories through standardized protocols. The meeting discussed the role of National Reference Laboratories in promoting harmonization, and how GLOSOLAN is structured with regional networks feeding into the global network. Progress made in 2018 included registering over 200 laboratories, assessing capacities and needs, and establishing regional networks. The work plan for 2019 includes further developing regional networks, standard methods, a best practice manual, and the first global proficiency testing. The document concludes by outlining next steps to launch the regional network for North Africa and the Near East.
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إضغ بين إيديكم من أقوى الملازم التي صممتها
ملزمة تشريح الجهاز الهيكلي (نظري 3)
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تتميز هذهِ الملزمة بعِدة مُميزات :
1- مُترجمة ترجمة تُناسب جميع المستويات
2- تحتوي على 78 رسم توضيحي لكل كلمة موجودة بالملزمة (لكل كلمة !!!!)
#فهم_ماكو_درخ
3- دقة الكتابة والصور عالية جداً جداً جداً
4- هُنالك بعض المعلومات تم توضيحها بشكل تفصيلي جداً (تُعتبر لدى الطالب أو الطالبة بإنها معلومات مُبهمة ومع ذلك تم توضيح هذهِ المعلومات المُبهمة بشكل تفصيلي جداً
5- الملزمة تشرح نفسها ب نفسها بس تكلك تعال اقراني
6- تحتوي الملزمة في اول سلايد على خارطة تتضمن جميع تفرُعات معلومات الجهاز الهيكلي المذكورة في هذهِ الملزمة
واخيراً هذهِ الملزمة حلالٌ عليكم وإتمنى منكم إن تدعولي بالخير والصحة والعافية فقط
كل التوفيق زملائي وزميلاتي ، زميلكم محمد الذهبي 💊💊
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Level 3 NCEA - NZ: A Nation In the Making 1872 - 1900 SML.pptHenry Hollis
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THE SACRIFICE HOW PRO-PALESTINE PROTESTS STUDENTS ARE SACRIFICING TO CHANGE T...indexPub
The recent surge in pro-Palestine student activism has prompted significant responses from universities, ranging from negotiations and divestment commitments to increased transparency about investments in companies supporting the war on Gaza. This activism has led to the cessation of student encampments but also highlighted the substantial sacrifices made by students, including academic disruptions and personal risks. The primary drivers of these protests are poor university administration, lack of transparency, and inadequate communication between officials and students. This study examines the profound emotional, psychological, and professional impacts on students engaged in pro-Palestine protests, focusing on Generation Z's (Gen-Z) activism dynamics. This paper explores the significant sacrifices made by these students and even the professors supporting the pro-Palestine movement, with a focus on recent global movements. Through an in-depth analysis of printed and electronic media, the study examines the impacts of these sacrifices on the academic and personal lives of those involved. The paper highlights examples from various universities, demonstrating student activism's long-term and short-term effects, including disciplinary actions, social backlash, and career implications. The researchers also explore the broader implications of student sacrifices. The findings reveal that these sacrifices are driven by a profound commitment to justice and human rights, and are influenced by the increasing availability of information, peer interactions, and personal convictions. The study also discusses the broader implications of this activism, comparing it to historical precedents and assessing its potential to influence policy and public opinion. The emotional and psychological toll on student activists is significant, but their sense of purpose and community support mitigates some of these challenges. However, the researchers call for acknowledging the broader Impact of these sacrifices on the future global movement of FreePalestine.
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Philippine Edukasyong Pantahanan at Pangkabuhayan (EPP) CurriculumMJDuyan
(𝐓𝐋𝐄 𝟏𝟎𝟎) (𝐋𝐞𝐬𝐬𝐨𝐧 𝟏)-𝐏𝐫𝐞𝐥𝐢𝐦𝐬
𝐃𝐢𝐬𝐜𝐮𝐬𝐬 𝐭𝐡𝐞 𝐄𝐏𝐏 𝐂𝐮𝐫𝐫𝐢𝐜𝐮𝐥𝐮𝐦 𝐢𝐧 𝐭𝐡𝐞 𝐏𝐡𝐢𝐥𝐢𝐩𝐩𝐢𝐧𝐞𝐬:
- Understand the goals and objectives of the Edukasyong Pantahanan at Pangkabuhayan (EPP) curriculum, recognizing its importance in fostering practical life skills and values among students. Students will also be able to identify the key components and subjects covered, such as agriculture, home economics, industrial arts, and information and communication technology.
𝐄𝐱𝐩𝐥𝐚𝐢𝐧 𝐭𝐡𝐞 𝐍𝐚𝐭𝐮𝐫𝐞 𝐚𝐧𝐝 𝐒𝐜𝐨𝐩𝐞 𝐨𝐟 𝐚𝐧 𝐄𝐧𝐭𝐫𝐞𝐩𝐫𝐞𝐧𝐞𝐮𝐫:
-Define entrepreneurship, distinguishing it from general business activities by emphasizing its focus on innovation, risk-taking, and value creation. Students will describe the characteristics and traits of successful entrepreneurs, including their roles and responsibilities, and discuss the broader economic and social impacts of entrepreneurial activities on both local and global scales.
This presentation was provided by Rebecca Benner, Ph.D., of the American Society of Anesthesiologists, for the second session of NISO's 2024 Training Series "DEIA in the Scholarly Landscape." Session Two: 'Expanding Pathways to Publishing Careers,' was held June 13, 2024.
BIOLOGY NATIONAL EXAMINATION COUNCIL (NECO) 2024 PRACTICAL MANUAL.pptx
Good practices? Experience capitalization for continuous learning
1. Experience
for continuous learning
Sophie Treinen
Knowledge Outreach Team Leader
Partnerships, Advocacy and Capacity Development Division
Food and Agriculture Organization of the United Nations
Good practices ?
2. Why?
Because we are part of
• a knowledge organization
• a learning organization
• If we do not learn from what we do,
• If we do not document what we have learned,
• If we don’t share this knowledge and learning,
We lose our institutional memory
We will repeat the same errors
Our success will remain unknown and
Our good practices unshared…
5. What is a good practice?
4
A good practice is not only a practice that is good,
but a practice that has been proven to work well and
produce good results, and is therefore
recommended as a model.
It is a successful experience, which has been
tested and validated in the broad sense, which has
been repeated and deserves to be shared so that a
greater number of people can adopt and adapt it.
6. Good practice or promising practice ?
6
A promising practice has demonstrated high
degree of success in its setting and the
possibility of replication. It has potential for
becoming a good practice.
A promising practice has some quantitative data
showing positive outcomes over a period of
time, but doesn’t have yet enough research
or replication to support wider adoption. As
such, a promising practice incorporates a
process of continuous learning and
improvement.
7. Criteria for identification
of a good practice
1. Proven and achieved good results
2. Environmentally, economically and socially
sustainable
3. Gender sensitive
4. Technically feasible
5. Result of a participatory
process
6. Replicable and adaptable
7. Contributes to reduction of disasters / crisis risks
for resilience
5
8. Level of evidence:
Good practice or promising practice ?
8
Adapted from: Hancock, J. (2003) Scaling-up for increased impact of development practice: Issues and options in support of
the implementation of the World Bank’s Rural Strategy. Rural Strategy Working Paper, World Bank, Washington.
STATE OF PRACTICE LEVEL OF EVIDENCE
Policy, policy principle, norm,
standard
Proven in multiple settings, replication studies,
quantitative and scientific evidence
Good practice
(or best practice)
Evidence of impact from multiple settings, several
evaluation, meta-analyses, expert review, cost-
efficiency analysis, good practice criteria
Lessons learned Positive evidence in few cases, programme
evaluation, events
Promising practice Unproven in multiple settings, anecdotal
evidence, testimonials, articles, reports
Innovation / Experience Minimal objective evidence, inferences from
parallel experiences and contexts
9. Similar terms but different meaning…
7
Good practices Lessons
learned
+ & -
Success
stories
Key
success
factors
10. Good practice template
• Designed to
guide you when
identifying
and documenting
good practices
• A checklist on metadata is also
included in the template
• Available in English, Spanish,
French, Russian, Chinese
and Arabic
www.fao.org/3/a-as547e.pdf
9
Good practice documentation is different from corporate communication
11. 9
Which products ?
Web Pages
Guidelines
RadioTheatre plays Video
Posters
How to guide
Training
Case studies
Newsletter
Online course
Publications
16. Programme Outcome 4:
Advocate and share knowledge on
agriculture in NAPs
Compilation of inter-active good practice including
case studies
decision tools
good practices
Output 4.1 Convened exchanges to support the integration of
adaptation options. This includes exchanges between countries
including North-South/South-South exchanges, inter-agency
coordination on good practices/lessons learned.
17. Output 4.2 Global outreach regarding the UNFCCC process
including supporting the LEG work, the Adapt Committee and
the GCF
Outreach presentations made on
case studies/lessons learned
Programme Outcome 4:
Advocate and share knowledge on
agriculture in NAPs
18. Annual Reports
Output 4.3 Annual report on integrating agriculture
into the NAP process
Programme Outcome 4:
Advocate and share knowledge on
agriculture in NAPs
19. Joint FAO/UNDP
Knowledge Management Strategy
Stakeholders
•Partner Countries
•Donors
•Peer Agencies
•Other UN agencies
Aim: To support knowledge sharing between partner countries at national,
regional and international level on the integration of agriculture in the NAP
process, while increasing wider outreach.
Key products
• Websites to feature tools and country
information
• Knowledge products – case studies,
decision tools, and good practices
• Application of agriculture supplement
• Partnering with knowledge networks
such as LEG, NAP-GSP, NAP Global
Network, NAP Central, UNITAR