KM Challenges in Strengthening Agricultural Systems

Martina Spisiakova, Project Development and KM Consultant
Asia Pacific Association of Agricultural Research Institutions, Bangkok, Thailand
Knowledge Management Workshop
18-19 October 2018, Vientiane, Lao PDR

Session 1 – Workshop Introduction: About APAARI
• Guided by its Strategic Plan 2017-2022 to work towards its Vision of strengthened
research and innovations for sustainable agricultural development in APR
• 74 members: NARS, CG and AIRCA centres, HEIs, civil society, regional and global fora
• An intermediary bridging different stakeholders and knowledge
• An innovation platform facilitating F2F and online interactions and building capacity to
create and apply successful agricultural innovations
Apolitical, regional organization
established in 1990 by FAO and most
NARS in APR

Workshop Introduction: APAARI and KM
• APAARI SP 2017-2022: Knowledge management (KM) overarching programme to
strengthen AIS (in the centre of all APAARI-supported programmes and activities)
• Key Strategy 1.1: Agri-food system made more knowledge intensive to effectively
contribute to sustainable agriculture development
– Promote processes and tools for enhanced knowledge sharing, learning and collaboration
– Promote innovative ways to use ICTs in agri-food systems
• Key Strategy 1.2: Agri-food research and innovation system strengthened through
more effective KM
– Enhance knowledge sharing and engagement to enable faster technology, innovation and policy
development
– Develop skills and capacity of stakeholders in KM
– Improve scientific data management to make it available for analysis and knowledge creation

Workshop Introduction: Objectives
• Improve understanding of KM in the context of strengthening agricultural
innovation systems (AIS).
• Develop skills in the use of various knowledge-sharing and communication
methods and tools.
• Share knowledge and experiences in various areas of KM, including the use of
processes, tools, infrastructure, strategy development and MEL.
• Identify and outline approaches for the integration of KM in our work.
• Validate APAARI KM Strategy.
• Strengthen the APAARI KM network.

Workshop Introduction: Expectations
1. Design a plan or a framework on regional cooperation on KM and ICT for agricultural
development
2. Share and learn about KM techniques for enhanced knowledge sharing
3. Share and learn about IT tools for research dissemination
4. Exchange experiences on KM
5. Learn about KM trends
6. Better understand KM and knowledge transfer in Agricultural Innovation Systems
7. Learn about innovations and good practices in KM
8. Learn about how to participate in the KM process in the Asia-Pacific Region
9. Learn about tools to monitor KM

Workshop Introduction:
KM experience in the room
• KM Coordination (Dr SK Singh, IN, Ms Vasily, NP, Mr Ngawang, BH )
• Documentation, indexing and library services (Dr SK Singh, IN, Dr Upreti, NP)
• Development and management of a KM portal (Dr Thakur, IN, Dr SK Singh, IN)
• Social media (Dr SK Singh, Ms Carlos)
• Development and monitoring of online interactive mechanisms (Dr SK Singh)
• Mobile phone services and applications for farmers (Dr Naz, PK, Dr Upreti, NP)
• Framework with universities for knowledge sharing (Dr Naz, PK)
• Website (Ms Vasily)
• Media (Ms Vasily, Mr Ngawang).
• Editing (Ms Vasily, Mr Ngawang)
• Use of BCC Tools and video clips (Dr Islam, BD)
• Publication development (Dr Islam, BD, Ms Vasily, NP, Dr Upreti, NP, Ms Carlos, PH, Mr Laraki, PNG)
• Facilitation of knowledge-sharing events (Dr RP Singh, IN)
• Organization of KM events (Dr SK Singh, Mr Laraki PNG)

Workshop Introduction: Additional points
1. Pre-workshop survey – Used to refine the agenda
2. Limited PPTs – focus on interaction and engagement
3. Hands-on experience using innovative KM processes and approaches
4. Every session: (i) conceptual part; (ii) engagement part using KM methods
5. Personal logbooks – to reflect on learning and prepare action plans
6. Coffee breaks – may be working coffee..
7. Use every interaction as an opportunity for learning experience
8. Have fun!

Session 2: Participants’ Introduction
1. Name, title, organization, country
2. Please share one key KM area through which you are making a
difference on the agricultural innovation system in your country
During the coffee break
• Is there any KM area you have experience in that is not
mentioned?
• Think of any additional area of your KM experience and add your
name during the coffee break

Session 3: Main concepts - Data
• Qualitative and quantitative attributes
of a variable or a set of variables.
• Processed
• Unprocessed (raw) – collection of
numbers, characters, images or other
outputs.
• The lowest level of abstraction from which
information and then knowledge are derived.

Main concepts - Information
• Facts provided or learned about something or someone:
a vital piece of information (The Oxford Dictionary of
English)
• Used to generate knowledge…
“Thai Airways flight number 320 leaves from Bangkok at
18.00”
In April 2018, the World Bank approved a US$5 million project
on Knowledge Management to be implemented in Asia-Pacific.

Main concepts – Knowledge
• Knowledge is what you know…
• Experience, insights, skills, concepts, ideas, ways of
thinking and working
• Intangible – difficult to measure
“…That is a good flight. It’s
always on time.”

Iceberg Metaphor taken from http://ro.wikipedia.org/wiki/Fi%C8%99ier:KM_iceberg.png
Main concepts –
Tacit versus explicit knowledge

Main Concepts – KM Definition
• A broad collection of organizational practices and approaches related
to generating, capturing and disseminating know-how and other
content relevant to the organization's business (World Bank)
• Knowledge sharing – stressing the connections among people over
collecting information (UNICEF)
• An integrated, systematic approach to identifying, managing and
sharing an organization's knowledge, and enabling groups of people to
create new knowledge collectively in order to achieve the objectives
of the organization (UN)
• The creation, organisation, sharing and use of knowledge for
development results (UNDP)

Main concepts –
KM Cycle and its Main Pillars
• KM Processes
• KM Tools
• KM Infrastructure
• KM Strategy
• KM Culture
Knowledge Management Cycle
Dalkir, 2005

Main concepts –
Knowledge Management
• Knowledge - a social construct – people evaluate it,
analyse it and adapt it to their context…
• …so it becomes a process.
• How do you ‘manage’ this learning process?
• By facilitating how knowledge is captured,
created, shared and used
• So… through learning, sharing, and by
helping people learn and share

Main Concepts –
Agricultural Innovation System
• Agricultural innovation system is a complex network of actors
(individuals, organizations and enterprises), together supporting
institutions and policies that bring existing or new agricultural
products, processes and practices into social and economic use.
Source: Tropical Agriculture Platform (TAP) – Common Framework on Capacity
Development for Agricultural Innovation Systems (CD for AIS)

Main Concpets –
Capacity development
• Low and lower-middle income countries, which are mainly located in the tropics, often
lack capacities in support of agricultural innovation
• In 2012 the G20 launched the Tropical Agriculture Platform (TAP)
• TAP functions as a multilateral facilitation mechanism to promote greater coherence
and impact of Capacity Development (CD) for Agricultural Innovation System (AIS)
• TAP has 45 partners, Steering Committee, Partners Assembly and Secretariat (FAO)
• Since 2015, TAP is supported by the EU-funded Capacity Development for Agricultural
Innovation Systems (CDAIS) project implemented by Agrinatura and FAO
• TAP partners agreed on a Common Framework (CF) to harmonize and coordinate the
different approaches to capacity development in support of agricultural innovation
• APAARI has fully integrated the CF into its operations, including training workshops

KM in the context of AIS:
Innovation for agricultural development
• Dominated by the perception of a linear technology transfer process
(generated by research and passed on to the extension system for adoption by
farmers)
• The linear process failed in tackling contemporary agricultural development
problems and complexity
• Agricultural research being increasingly called upon to contribute to solving
complex problems to rural poverty, NRM and food security – shift to embracing
an innovation system perspective involving various actors and sources of
knowledge

KM in the context of AIS: System thinking
Source: Common Framework on Capacity Development for Agricultural Innovation Systems – Conceptual background, CABI

KM in the context of AIS –
Conceptual diagram
Source: Common Framework on Capacity Development for Agricultural Innovation Systems – Conceptual background, CABI

KM in the context of AIS – Key Points
• Crucial role of KM: facilitation, reflection, learning, documentation or enabling
agricultural innovation in developing country contexts
• Facilitation – beyond conventional facilitation tasks (communication,
information sharing, listening, convening actors and managing logistics)
• Focus on fostering of synergy by managing systemic interactions that link
people and resources, enhancing their ability to make collective decision and
implementation
• In the real-life multidimensional AIS perspective, relevant knowledge is much
more complex (origin and content)
• All actors becoming potential sources of knowledge and change

KM in the context of AIS
Any questions or clarification of the concepts?

Session 4: Key KM challenges in the context of AIS
• Availability of skilled human resources and expertise (e.g. ICT, KM generally)
• Lack of coordination between research, education and extension
• Understanding the target group for the KM activities
• Capturing and disseminating lessons learned and good practices
• Collection, compilation, and analysis of data in real time for KM
• Documentation of research findings
• Insufficient funding for effective infrastructure (internet services, KM software)
• Unavailability of fast band width and access to ICT among farmers and fishers
• Insufficient funding for KM
• Lack of centralized institutional repository for file sharing

Key KM challenges in the context of AIS
• Institutional support for KM
• Embedded organizational culture and practices
• Poor response by collaborating partners
• Lack of time for appropriate review, editing and production of knowledge products
• Lack of sufficient KM technologies and tools
• Keeping abreast with new systems emerging fast
• Collecting right information
• Insufficient time for KM due to overlapping priorities
• Understanding which communications channels are most effective

Key KM challenges in the context of AIS –
World Cafe
• About the KM method: The World Café is a whole group interaction method
focused on conversations. It is a creative process for leading collaborative
dialogue, sharing knowledge and creating possibilities for action in groups of all
sizes.
• Objectives: Identify four most important challenges related to KM in AIS, and
share experiences, ideas, and insights on how to tackle them.
• Process: Voting, and World Café
• Expected outcome: Better understanding of four key challenges related to KM
applied in AIS, and recommended concrete solutions for implementation at the
organizational level

Key KM challenges in the context of AIS –
World Café Process
• 4 tables with the priority challenges – each chosen by the participants
• Each table has a host/rapporteur leading the discussion and taking key points.
• As you discuss and build on ideas, please write them down on the big sheet of
paper you find on the table.
• After 15 minutes, we will announce the next round, get up and go another table
• The hosts and rapporteurs remain at the same table during the whole session!
• Table hosts welcome newcomers and share the essence of that table's
conversation so far, given a brief 1-2 min summary at every round.
• The newcomers build on the conversational threads and ideas
• Reminder: Participants take the key points of the conversation on the paper

Session 4: Key KM challenges in the context of AIS
1. Availability of skilled human resources and
expertise (e.g. ICT, KM generally)
2. Lack of coordination between research,
education and extension
3. Understanding the target for KM activities
4. Capturing and disseminating lessons learned
and good practices
5. Collection, compilation, and analysis of data in
real time for KM
6. Documentation of research findings
7. Insufficient funding for effective infrastructure
(internet services, KM software)
8. Unavailability of fast band width and access to
ICT among farmers and fishers
9. Insufficient funding for KM
10. Lack of centralized institutional repository for
file sharing
11. Institutional support for KM
12. Embedded org. culture and practices
13. Poor response by collaborating partners
14. Lack of time for appropriate review, editing
and production of knowledge products
15. Lack of sufficient KM technologies and tools
16. Keeping abreast with fast emerging systems
Collecting right information
17. Insufficient time for KM/overlapping priorities
18. Understanding which communications
channels are most effective

• A number of KM-related phrases
will be written on each card
• The card is cut in half
• All cards are mixed up and each
participant chooses one card
• He/she needs to find a person
with a card with the matching half
of the phrase
Energizer: Match the Cards

Session 5: KM Processes
Author of the book: The Fifth Discipline: The Art and Practice of the Learning Organization

• Role on facilitation of more interactive, participatory and engaging face-to-
face meetings
• Development of KM and learning systems in a way that become part of the
“way of doing business” – integrating KM processes to every stage of the
project cycle, administration and management
• Different ways of working, rather than add on!
• More focus on critical reflection that leads to learning for greater impact of
ALL our activities – moving beyond collecting, processing, reviewing and
sharing of data and information
• Questioning and analysing experiences, observations, theories, beliefs,
assumptions, things that are normally taken for granted – What did not work
or is not working? Why? What are the implications? What do we do next?
KM Processes: Key Points

• All F2F workshops, consultations, and policy dialogue should be supported as
part of a larger KM/learning strategy of an organization
• At the planning process, it is important to understand what drives a F2F event
– what needs should be addressed
• Questions to help clarify those needs and expectations – What are the felt
needs? What do we want this event to become? What can be offered to the
participants? Who are the right people to take part? What kind of qualities
and experience should they have?
• Potential learners/participants need to have some kind of support from their
own organizations so that they can apply what they learn – conducive
environment to piloting the approaches and methods, reflecting on what
might work or might not
KM Processes – What is Driving a Workshop?
Source: Introducing Knowledge Sharing Methods and Tools
- A Facilitator's Guide by Allison Hewlitt and Lucie Lamoureux

• The KM processes/approaches to be covered by this training take into
consideration characteristics of adult learning – how adults learn best:
- Guiding participants to their own knowledge rather than supplying them
with facts
- Connecting learning to participants’ experience and knowledge base
- Providing opportunities for everyone to interact and engage
- Using methods that support conversations and knowledge sharing
among individuals and groups
In other words…
… KM processes/approaches that go beyond the use of PPTs!
KM Processes – Learning Characteristics

Why is this relevant?
• Strong relationships and networks help get things done…
• …getting information to make a decision, learning about a new way to tackle a
challenge, linking with the person who has the know-how
• Understanding where your linkages are strong and weak can help you focus
information and knowledge-sharing efforts
What KM processes/approaches?
• Network maps drawn by participants can analyse networks, surface learning,
and generate ideas on how to strengthen them
• Visioning exercises
• Peer assists
KM Processes – To Strengthen Relationships and Networks

• Learn from lessons and good practices
• Replicate and institutionalize innovative practices
• Avoid duplicating past mistakes
• Storytelling
• Round Robin (around posters)
KM Processes – To Capture and Disseminate

• Document successful practices and lessons learned to improve future
activities, projects, and programmes
• Facilitate better processes of reflection which can draw our tacit knowledge
and generate new knowledge
• Better understand knowledge products
• Speed sharing / Speed geeking
• Chat show
• After Action Review
• Storytelling
KM Processes – To Generate and Share
• KM Self Assessment
• Most Significant Change
• Peer Assist
• Knowledge Fairs

• Many issues, many stakeholders
• Cultural issues, some participants find it difficult to discuss problems in groups
• Better understand issues and collectively find/agree on solutions
• World Café
• Peer assist
• Round Robin
• Open Space (Technology)
• Knowledge fairs
KM Processes –
To Explore a Problem, Identify Options to Solve it
Source: Introducing Knowledge Sharing Methods and Tools - A Facilitator's Guide
by Allison Hewlitt and Lucie Lamoureux

• Integration of KM in organizations’ business processes is done over time
• Sustaining the use of KM processes promotes a culture of knowledge sharing
• Building awareness of which knowledge sharing behaviours nurture the
knowledge-sharing culture
• KM Self-Assessment
• Peer assist
• Most Significant Change
KM Processes –
To Strengthen and Sustain Knowledge Sharing
Source: Introducing Knowledge Sharing Methods and Tools - A Facilitator's Guide
by Allison Hewlitt and Lucie Lamoureux

KM Course: www.imarkgroup.org
KM Toolkit: http://www.kstoolkit.org/
CTA KM and communication programme:
http://www.cta.int/en/our-programmes.html and
tools and cases at http://knowledge.cta.int/
Introducing Knowledge Sharing Methods and
Tools – a facilitator’s guide
http://www.ifad.org/pub/thematic/km/faciliator_guid
e.pdf
KM resources

What is Storytelling? An ancient practice, helping us to
share our knowledge with context and emotion and share
that tacit side of what we know.
Objectives: To share knowledge on “the KM processes that made a difference
in your work” with context and emotion (the tacit side).
Expected outcome: Listeners triggered to respond with
their their stories, commonalities are identified, new
understanding is built, and learning is improved.
Process: Storytelling in groups of four (one facilitator/presenter to the plenary)
KM Processes –
Storytelling

Session 6: Adding value to AIS through Social Media

• A study in 2017 on international organizations on social
media, has analyzed
• 171 Twitter accounts “The big 5”
• 113 Facebook pages
• 75 Instagram accounts
• 83 LinkedIn pages
• 88 YouTube channels
Twiplomacy Study

• 171 Twitter accounts
• 74 personal accounts
• 113 Facebook pages
• 83 LinkedIn pages
• 75 Instagram accounts
• 88 YouTube channels
• 82 Google+ pages
Twiplomacy Study

1. Without social media, the work of international organizations would probably go largely
unnoticed
2. Twitter is by far the most popular social media channel for these international organizations
3. International organizations have their biggest and most engaged audiences on Facebook and all
but 2 have set up official Facebook pages.
4. Almost 3/4 of the international organizations have active profiles on Instagram, which is the
visual platform of choice.
5. YouTube is used by 88 international organizations to host their long-form videos
6. Eighty-three organizations have a LinkedIn presence,
 Agriculture and Rural Development organizations must take advantage of contemporary ICT
tools and platforms
 Digital technologies provide potential opportunities
Findings

0
2
4
6
8
10
12
Male 1 Female2
Facebook Growth

Online social media tools can be the most rewarding and informative
resources — IF you know how to use them.
Lesson

Facebook
Twitter
Instagram,
YouTube
LinkedIn
Social Media, an end in itself?

SOCIAL MEDIA
MARKETING
The Road Ahead

- Social media marketing is not just about
having a Facebook page or a Twitter profile.
“
-The purpose of content strategy is to
facilitate the consistent delivery of
interesting stories. The end result is
that you will attract and retain the
attention of the targeted audience that
you want to reach.
-The task is to determine the needs, wants,
and interests of target markets and to
deliver the desired satisfactions more
effectively and efficiently than competitors,
in a way that preserves or enhances the
consumer’s and the society’s well-being.”
CONTENT
STRATEGY
SOCIAL MEDIA
STRATEGY
Social Media Marketing

“You should never go to battle before you’ve won the war on paper.” There should
be strategic planning from the get-go.
But countless institutions have joined the social media front lines without a clear
strategy.
Social is not an add-on to existing plans — another outlet to deliver messages.
Later, many are working backward to connect their social strategy to business
strategy, as managers demanded greater proof of ROI.( Return on Investment)
Strategic Planning

• Share information
• Bring visibility
• Share knowledge
• Create awareness
• Promote action
• Change behavior
• Influence perceptions, attitudes/beliefs
• Effectiveness
• Efficiency
Sender
Information
Receiver
Feedback
Why Communicate?

Social media engagement measures
the public shares, likes and
comments for an online
business' social media efforts.
Engagement has historically been a
common metric for evaluating
social media performance but
doesn't necessarily translate to
your objective?
Social Media Engagement

• Once the objectives and the right platforms been identified , then content
that the audience will value- something interesting, compelling and relevant
and to share that information with his or her friends
• Deliver a timely message, or just put a smile on their face. Stories that evoke
emotion tend to perform better than straight sales messages.
• Content itself must be engaging enough to draw action beyond a view. Plus,
valuable content often gets shared, increasing your reach even further.
• Do not simply post the same content to all your social accounts customizing
the content and scheduling for each channel will get better results.
Follow up PlanningFollow up Planning

• Twitter: Re-tweets and followers
• Facebook: Shares, likes and followers
• Instagram: Likes and followers
• While shares and likes tell you about the popularity of a given post, follows
indicate a higher level of investment, meaning users want to see more of your
content on a regular basis. Follows are therefore a type of conversion, similar
to getting a visitor to sign up for an e-mail list.
• Posts can be shared for many reasons, however, not all of them good. Social
media engagement is only as positive as the reputation it generates: going viral
over a poorly thought-out tweet can cause a tsunami of bad publicity that
proves to be unshakeable.
Fallouts

• Post regularly — Keep your posts at the top of people's newsfeeds with witty, engaging
and entertaining content. Too many posts per day begins to look like spam to users.
• Use images — Images greatly increase interaction rates for all social media platforms.
Research has shown that Facebook posts with images have an 85 percent interaction
rate, compared with just 4 percent for other post types. Images also increase re-tweets on
Twitter by 35 percent.
• Be personal — Avoid sounding like a press release; show the audience that there are real
people behind the brand.
• Listen — Engagement is a two-way street. Hear what people are saying about your posts
and respond to critiques in a constructive and positive way. If users have valid complaints,
don't just acknowledge them, address them. Then make sure everyone sees how
responsive and generous your institutions can be via follow-up posts.
• Monitor — There are several free social media marketing apps which track shares, re-
tweets, likes and keywords associated with your brand.
Social Media Ethics

56
APAARI Community
Prepared by: Celilu M. Bitong – KM Officer
Session 7: Infrastructure

57
1. Internet Connection
(DSL, Cable, Fibre Optic etc)
2. File Sharing

58
3. Email System/App
(Organizational Mail)
4. Software/Apps
Office programs
Online meetings,
Webinars etc
Graphic softwares,
PDF readers
Infrastructure

59
6. Computer Setup5. Network Setup
Standalone
Network
Infrastructure

60
Infrastructure
Internet Connection
File Sharing
Email System/App
Software/ Apps
Network Setup
Computer Setup

61
APAARI
Infrastructure
PARTNERS/STAKEHOLDERS

62
Infrastructure

63
Infrastructure
Infrastructure Remarks
Internet Connection
File Sharing
Email System/App
Software/ Apps
Network Setup
Computer Setup
Organization Name: ____________________

• Gives people responsibility for creating both their own agenda and experience.
• The facilitator's key task is to identify the questions that bring people together
and then stand back and let participants do the work.
• Works best when the people and ideas involved are diverse, the passion for
resolution (and potential for conflict) are high.
• Problem solving - bringing stakeholders together to understand a problem and
seek a shared solution.
• Strategic planning - Identifying goals and actions.
• Sharing and synthesizing knowledge - reflecting on what has been learned and
understanding how it applies to work going forward.
• Community, team and network building - working together in small and large
groups to help build relationships - secondary benefit.
Open Space MeetingsSession 7: Infrastructure – Open Space

Open Space Meetings
1. Whoever comes is the right people…
2. When people find themselves in situations where they
are neither learning nor contributing, they are
responsible to moving somewhere else – where their
participation is more meaningful. .
3. Whenever it starts is the right time ... "spirit and
creativity do not run on the clock.”
4. Whatever happens is the only thing that could have ...
once something has happened, it's done… Move on…
5. When it's over, it's over ... we never know how long it will
take to resolve an issue, once raised, but whenever the
conversation is finished we move on to the next thing.
Session 7: Infrastructure – Open Space:
“The law of two feet” or “The law of mobility”

Session 8: Capacity development
• To address the lack of capacities in support of agricultural innovation, the G20
launched the Tropical Agriculture Platform (TAP) in 2012
• A multilateral facilitation mechanism to promote greater coherence and impact of
Capacity Development (CD) for Agricultural Innovation System (AIS)
• EU-funded Capacity Development for Agricultural Innovation Systems (CDAIS)
project implemented by Agrinatura and FAO
• Common Framework (CF) to harmonize and coordinate the different approaches to
capacity development in support of agricultural innovation
• Crucial role of KM: facilitation, reflection, learning, documentation or enabling
agricultural innovation in developing country contexts
• APAARI has fully integrated the CF into its operations, including training workshops

Capacity development –
Conceptual diagram

Conceptual Background: Theory, concepts, principles, definitions
Guidance Note on Operationalization: Approach and tools
Synthesis Document: Summary
http://www.apaari.org/web/our-projects/tap/
Capacity Development:
The Common Framework – Key documents

The TAP Common Framework
• Promotes a shift of mind-set and attitudes
• Provides concepts, principles, approaches and tools to:
– better understand the AIS architecture
– assess CD needs
– plan and implement CD interventions
– monitor and evaluate CD interventions
– document and facilitate knowledge sharing and collaborative learning
• Promotes functional capacities (soft or people skills) – attitude, communication,
creative and critical thinking, work ethic, teamwork, networking, decision making,
motivation, flexibility, problem solving – attributes one needs to achieve their goals
• …ALL FOR ENABLING AGRICULTURAL INNOVATION

Facilitation
• Facilitation – crucial for enabling the interaction of system actors to address
the target and innovate
• Intermediation and brokering – tasks related to bridging relationships among
groups of individuals and organizations, and connecting them to different
resources and services – are required for systemic facilitation of innovation
processes
• Need for “System Facilitators” – HIC: specialized actors e.g. private-sector
brokers, catalysts, activists, traders, processors, action researchers; LIC:
extension and advisory services enhancing agricultural innovation processes
• Different roles of system facilitators: demand articulation, network
composition, innovation process management

Collaborative Learning
• Supporting learning processes and enabling individuals to reflect on their
experiences, encourage critical thinking and challenge old and existing
assumptions and preconditions to improve action
• Individual, organizational and enabling environment levels since
innovation involves a plurality of actors
• Making sense of reality in order to understand what is happening and why,
in order to act more effectively and meaningfully
• Collaborative learning – the process by which communities and stakeholder
groups learn how to innovate and adapt in response to changing social and
environmental conditions.

Documentation and KM
• Multi-dimensional innovation system – knowledge much complex
• All actors – potential sources of knowledge, joint learning central to AIS
• Significant efforts to use supporting KM methods and techniques
• The value of local knowledge often overlooked (challenge in moving
beyond internal KM systems)
• Recognition of knowledge as social construct, enriched through
negotiation and cooperation of different sources of knowledge
• Institutional dimension of KM – institutions, organization and the policy
environment determine the goal and objective of knowledge sharing and
use, ability of actors to share knowledge, decision about use of KM
methods and tools

The Common Framework identifies 4 + 1 key capacities for AIS to perform effectively.
These apply to all three dimensions of CD..
The 4 capacities on the left are the core of an overarching capacity to adapt
and respond in order to realize the potential of innovation.
Functional capacities

This Dual Pathways conceptual approach includes two aggregated processes: at
system level and at innovation niche level.
System level: the focus is on the
functionalities and performance of the
system as a whole.
Innovation niche level: CD takes place
around specific innovation agendas, in
which actors of all types allocate time and
resources to achieve change.
Dual Pathways

The Framework proposes a
CD cycle in 5 stages for the
operationalization of CD
interventions in AIS.
The CD cycle stimulates
learning and interactions
between the 3 CD dimensions
(individual, organization,
system).
CD for AIS Cycle

TAPipedia
www.tapipedia.org
The Common Framework Interactive Page

5 stages:
8 tools:
Factsheets

CDAIS project applies TAP CF and operates in 8 countries (Angola, Bangladesh,
Burkina Faso, Ethiopia, Guatemala, Honduras, Lao PDR and Rwanda)
• innovation niche partnerships (workshops, marketplace, policy dialogue)
• national platforms to support capacities to innovate
Design, adaptation and use of global methodologies and tools
• Scoping studies
• Learning cycle (participatory capacity needs assessments; national innovation
facilitators who accompany changes; scheduled reflection and refinement events)
• Integrated Monitoring, Evaluation and Learning Framework (plans to measure
changes at individual, organization and systems level, cross-country analysis)
APAARI – bringing the Framework to other APR countries, agricultural education
Validation and Scaling up the CF Project

INCEPTION WORKSHOPS & CONSULTATIONS NEEDS AND BASELINE ASSESSMENTS
MARKETPLACESFACILITATOR TRAINING
Applied CF – focus on Facilitation of Engagement

What is Peer Assist? It is a KM method that brings together a
group of peers to elicit feedback on a problem, project, activity,
and draw lessons from the participants’ knowledge and experience.
Objectives: Brainstorm among the peers about three issues related
to improving KM and CD for AIS in their institutions.
Expected Outcomes: A list of roles that participants can play as innovation facilitators; a list of
actions needed to bring about mindset shift; and a list of functional skills.
Process: Three groups of peers will be set up to discuss (i) what roles they can play at the
individual level as innovation facilitators; (ii) what actions need to be taken at the organizational
level to bring mindset shifts on KM and CD for AIS; and (iii) what functional skills are needed to
integrate KM at the institutional level to create an enabling environment for KM and CD for AIS.
Peer Assist

APAARI regional forum for knowledge sharing, learning and collaboration
• Efficient use of natural resources,
• reducing and eliminating hunger and extreme poverty,
• improving rural livelihoods and socio-economic wellbeing,
• Enhancing resilience of people and ecosystems to climate change and
market volatility,
• Ensuring good governance, policies and financing framework.
The Challenges of the Asia Pacific

i) Scale up and out of successful agricultural
practices and innovations
ii) Attract investment in key areas of agri-food
research and innovation systems
iii)Build trust that empower policy/decision makers
to design improved policies, and other
stakeholders to take collection action.
iv)Avoid duplication of efforts speeding up learning
and knowledge transfer to benefit the society
Why KM for AIS

• Promote good agricultural practices
• Support scaling up and out of agricultural innovation
• Inform strategic investments and policies, design and implement
improved policies for sustainable transformation of agriculture in the
Asia Pacific
The Goal of KM Strategy

• Communication
tools and
channel
• The right
audience
• The message
• Two way
communication
• Feed back
• Context
Effective CommunicationEffective Communication

Determine and assess key stakeholders within AFRIS.
Understand stakeholders’ key business areas.
Target and prioritize APAARI stakeholders for future partnership and activities
(projects, resource mobilization, webinars, moderated discussions,
participation in events).
Identify gaps within membership and recommend strategies for
(re)engagement.
Mobilize new members.
Develop targeted communication and engagement strategies.
Stakeholder Mapping

• Dual approach - hinged on people to people and
people to document approaches
• People to people approach: Various face-face
knowledge sharing events like conferences,
workshops, seminars, symposiums, webinars and
Master classes. (Technology driven and physical-F2F)
KM Tools and Channels

Researchers
Policy makers
Partner institutions
General public
Website
Newsletter
Network highlights
Success story
Social media
Platforms
People to Document Approach

http://www.apaari.org/web/resources/event-proceedings/
http://www.apaari.org/web/resources/newsletters/
http://www.apaari.org/web/resources/success-stories/
APAARI Publications

Tool Action Taken
• APAARI Website-www.apaari.org • A one stop shop into APAARI and its activities.
• APAARI Newsletter
• Bi-annual publication that shares information of members and partners.
• APAARI Network Highlights (ANH) • An online bi-monthly publication that highlights, promotes and shares the latest
news from members’ sites.
• Success stories
• APAARI harvests and shares success stories to showcase the diverse efforts in
agricultural research and innovations to speed up their replication. 37 success
stories already published. Soft copies can be downloaded from the website
(downloads range from 2000 to over 12.000 per story).
APAARI Online Knowledge and Information Tools

Tool Action Taken
Social Media platform
APAARI uses various social media Platforms-Facebook, Twitter, Flickr, LinkedIn and Slide share.
Facebook and Twitter have been particularly effective in promoting agricultural research and
innovations of members and partners. LinkedIn used to share knowledge to a wider professional
community and to facilitate online discussion.
Slide share
Presentations uploaded from APAARI-supported policy dialogue, expert consultations and capacity
development programs to provide stakeholders access in an easy and timely manner
Flickr A platform to share APAARI photos especially during events
Webinars
Last year and this year with Agricultural Universities to raise awareness on ‘Capacity Development
for Agricultural Innovation ( TAP Common Framework
This tool is to be used for the benefits of APAARI members
APAARI Online Knowledge and Information Tools

• Workshop
• Conference
• Symposium
• Seminar
• Expert
Consultation
• Webinar
• Master Class
APAARI Face-to-Face Knowledge-Sharing Tools

Researchers/Scientists:
• Focus on the technical aspects for
generating useful technologies.
• Complain practitioners ignore them.
• Claim that even if research is used,
practitioners do it wrong!
• Speak technical language.
Development Practitioners:
• Focus on the acceptance & adoption of those
technologies by users.
• Complain research is irrelevant & impractical.
• Claim that even if relevant, research is not in
any form that can be readily translated into
practice!
• Speak simple language.
Session 10: Communication for Effective AIS - Common issues

Communication for Effective AIS -
How do we reach a common understanding?

In face-to-face interactions you can see when people:
• Understand
• Are confused, upset, puzzled, happy &
satisfied
• YOU CAN CHANGE your words instantly so
that people understand Photo Source: WorldVeg
Communication for Effective AIS
Source: Paul Mundy

In written communication:
• No instant feedback
• The WORDS have to do all the work
• Words that the reader will understand
• Words that raise no doubts about the meaning
Source: Paul Mundy

 Special language used in business,
science, government, and development
work
 Tries to make the message and its
sender seem important
 Uses long, impressive-sounding words
 Uses several words instead of one
 Makes the message harder to
understand
(Source: Paul Mundy)
Communication for Effective AIS –
Jargon

On average, among adults, total food intake is higher for males than for
females
 On average, men eat more than women
Obesity is a significant factor contributing to the incidence of coronary disease
 Overweight people tend to have heart problems
It was decided by the governor that the assistance to the project was to be
suspended
 The governor stopped supporting the project
Jargon examples
Source: Paul Mundy

• Clutter is a disease that strangles language in unnecessary
words, roundabout constructions, pompous decoration and
meaningless jargon.
• It infects us with a tendency to inflate and sound important.
• The disease is usually worse in better educated, higher-
ranking people.
Clutter

What the university President said:
 “We have been experiencing very considerable
potentially explosive expressions of dissatisfaction
on issues only partially related to academics.”
What she meant:
 “The students have been hassling us about
different things.”
For example…

At a time when serious financial and security crises have
simultaneously afflicted the country and forty per cent of the
population is seriously impacted by food price rises of 30 to 40
per cent in the last year and inflation rates around the 20 per
cent mark, measures to institutionalise and consolidate
development gains may appear remote in attainment but
nevertheless form part of a process that is necessary not only in
the long term but to build communities’ confidence in their ability
to deal with the current crisis.
What is the author trying to say?
In the development context..

At a time when serious financial and security crises have simultaneously
afflicted the country and forty per cent of the population is seriously impacted
by food price rises of 30 to 40 per cent and inflation rates around the 20 per
cent mark in the last year, measures to institutionalise and consolidate
development gains may appear remote in attainment but nevertheless form
part of a process that is necessary not only in the long term but to build
communities’ confidence in their ability to deal with the current crisis.
This writing based on research is intended for a newsletter for local NGOs.
1. Identify some features of the writing that is unclear and difficult to understand.
2. How many times did you have to read it to understand the text?
3. What is the key message?
4. How would you interpret the text? Please try to write your interpretation.
Exercise 1 (15 min)

The country is facing serious financial and
security crises. Increased food prices of 30-40 per
cent and inflation rates of 20 per cent in the last
year greatly affected about 40 per cent of the
population. Measures have been taken to
regulate and connect development achievements
but these now seem to be fading. Nevertheless,
they remain important in both long- and short-
term for building communities’ confidence in
their abilities to deal with the current crisis.
Exercise 1
One possible interpretation

What words should I use?
Depends on
who you are
writing for!
Scientists
Policy-makers
Fishermen
Farmers
Extension workers
What words should we use?
Source: Paul Mundy

• Technical & academic
• Formal, convincing, show evidence
• Closer to the way we speak,
simple, practical, conversational
writing
Always keep your audience in mind!
Source: Paul Mundy

Consumption of products containing high levels of
hydrogenated fats can raise levels of LDL
cholesterol, leading to atherosclerosis and
enhanced risk of coronary infarction.
Eating lots of fatty foods, the blood vessels may
get blocked, and it is more likely to have a heart
attack.
For example…
Source: Paul Mundy

WHO
• are you writing for?
WHAT
• are you writing?
WHY
• should a reader read it?
HOW
• can I make it reader-friendly?
“SO WHAT?”
Audience
Clear message, logical
organization of ideas
Reader-friendly, appropriate
language
Why does it matter?
How does it enrich your readers’
understanding? What are the implications?
Clear objectives, purpose
Writing from the reader’s point of view

• Uses short, simple words
• Uses verbs – they improve unclear text, doesn’t use nominalizations that
send readers to sleep (e.g. organization, implementation, evaluation, etc.)
• Uses short, varied sentences (Max = 25 words)
• Uses short paragraphs (3-5 sentences each)
• Avoids clutter (jargon & other unnecessary words)
Reader-friendly writing
Source: Paul Mundy

So turn nominalizations back to verbs!
Through the implementation of implementing…
In the provision of providing…
Conduct an evaluation of evaluate…
Through the demonstration of by demonstrating…
It is an indication of this indicates…
Perform an assessment of to assess…
Give guidance to to guide…
A study was conducted to we studied…
An analysis was performed we analysed…
Source: Paul Mundy

Turn long words to short words:
Numerous – Many
Individual – Person, man or woman
Remainder – Rest
Attempt – Try
Sufficient – Enough
Utilize – Use
Particulars – Details
Remunerate – Pay
Magnitude – Size
In close proximity to Near
Despite the fact that Although
For the purpose of To
In view of the fact that Because
Is equipped with Has
Subsequent to After
Until such time as Until then
New innovation Innovation
In the Indian context In India
Referred to as Called
Turn unnecessary words to short words:
Source: Paul Mundy

One of the important challenges is that the country is also faced with dwindling
food productivity mainly in cereals that corresponds to global grain productivity
decline of 3 per cent, a large part of which is contributed as a result of the
decline in investment in agricultural research and development and lower
investment in public extension services.
This writing is intended for a policy brief on agricultural productivity.
1. Is the message clear?
2. How many messages can you find in one sentence?
3. Can you find some unnecessary words that can be dropped?
4. Break up these sentences into at least two short sentences.
Exercise 2 (15 min)

The country faces a challenge of decreasing
food productivity, mainly in cereals. The
decrease corresponds to declining world’s
grain productivity of 3 per cent. A large part
of this trend is a result of a declined
investment in agricultural research and
development and public extension services.
Exercise 2

1. The study came to a conclusion that biogas is helpful in poverty-reduction and eco-
environment improvement. (15 words)
2. The promotion of gender equality in decision-making through the formation of
grassroots community-based organizations has had a lot of success in the country. (23
words)
3. The success factors behind the improvement of resource management and poverty
reduction is the empowerment of fishermen to control the resource base. (22 words)
1. Read the text below.
2. Highlight the words that you think could be converted into verbs.
3. Improve the text.
Exercise 3 (15 min)

1. The study concluded that biogas helps reduce poverty and improve eco-
environment. (11 words)
2. Promoting gender equality in decision-making through forming grassroots
community-based organizations has been successful in the country. (16
words)
3. Empowering fishermen to control the resource base is a key in improving
resource management and reducing poverty. (17 words)
Exercise 3

A simple way for better clarity
Passives make writing long, impersonal,
bureaucratic and confusing.
Three main parts of a sentence:
• a subject (person, group, thing)
• a verb (action itself)
• an object (person, group or
thing that the action is done to)
Active writing

Passive: “A recommendation was made by the project evaluation that APAARI’s attention be
paid to improving the current M&E system”
Active: “The project (subject) recommended (verb) that APAARI (object) improves the
current M&E system”
OR:
Passive: The grant proposal was approved in December 2017 by the IFAD Executive Board.
Active: The IFAD Executive Board (subject) approved (verb) the grant proposal (object) in
December 2017.
Active writing examples

1. Identify passive verbs in the text and convert them into active (unless you have a
good reason to use the passive).
2. When necessary, turn nominalizations into verbs and eliminate unnecessary words.
Thousands of associations have been created by water users worldwide. One of the
important challenges is how women and landless people can be involved in the
schemes. In many countries women are represented less than men in these
associations. Their exclusion is often justified by the presumption that irrigation is not
physically practiced by women. While water for the irrigation of cash crops is mainly
used by men, water for growing staple crops and vegetables is mainly used by
women. Where membership criteria of water users association are based on labour
contributions during the construction, women may take part in these activities but
are replaced by male family members when it comes to association membership.
(115 words)
Communication for Effective AIS – Exercise 4

One possible interpretation:
Water users have created thousands of associations worldwide. One of the
important challenges is how to involve women and landless people in the
schemes. In many countries, women participate less than men in these
associations. Presuming that women do not physically practice irrigation
justifies their exclusion. However, while men use water mainly for irrigating
cash crops, women need water for growing staple crops and vegetables. Where
membership criteria of water users association depends on labour
contributions during the construction, women may take part in these activities.
Nevertheless, men replace women when it comes to actual membership.
(96 words)
Communication for Effective AIS – Exercise 4

• It is faster to write
• It is faster to read
• You get your message across:
• More often
• More easily
• In a more friendly way
• Your work is more likely to end up in your readers’
brains rather than in their rubbish bin
• Readers save time, understand and take action
faster
• Writer wins cooperation because of his/her ability
to think strategically, enhancing his/her
professional image
Advantages of reader-centred writing

You
122
Purpose
Performance
Questions
Users
Comments
Indicators Methods
Session 11: Monitoring, Evaluation, Learning

123
1. Participatory Impact Pathway Analysis
2. Identification of Users

124
Questions Asked:
1. Who wants to know what APAARI is doing?
2. How we are progressing
3. How will the users use the information?

125
You
Communication Strategy
Tools
Process
Infrastructure
Capacity
Development
APAARI need to understand how their members/partners
are doing their M & E

126
1. What is the FRAMEWORK for monitoring and evaluation in knowledge sharing, learning and
capacity development for agricultural innovation that you use in your organization?
2. What are the ISSUES your organization is facing in monitoring and evaluation in knowledge
sharing, learning and capacity development for agricultural innovation that you use in your
organization?
3. How can APAARI support the regional monitoring and evaluation for knowledge
sharing, learning and capacity development for agricultural innovation?

• A simple process used by a team to capture the lessons learned
from past successes and failures, with the goal of improving
future performance.
• An opportunity for a team to reflect on a project, activity, event or
task so that they can do better the next time.
• Should be carried out with an open spirit and no intent to blame.
• One member of the group facilitates, capturing results on a flip
chart or in a document.
Session 12: After Action Review

Questions to ask the team members:
1. What was supposed to happen?
2. What actually happened?
3. What worked? What didn’t? And why?
4. What would you do differently next time?
Session 12: After Action Review

KM Challenges in Strengthening Agricultural Systems

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