Coaching and Mentoring

Coaching and mentoring can inspire and empower employees, build commitment, increase productivity, grow talent, and promote success. They are now essential elements of modern managerial practice. However, many companies still have not established related schemes. By not doing so, they also fail to capitalize on the experience and knowledge seasoned personnel can pass on. (No. 54 | July 2009)

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Value Cycles for Development Outcomes

Development work is a knowledge-intensive process that is fed by knowledge services and knowledge solutions. Projects are the primary mechanism by which strategic change is brought about. Value cycles can maximize their potential through delivery platforms. (No. 53 | July 2009)

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Asking Effective Questions

Questioning is a vital tool of human thought and interactional life. Since questions serve a range of functions, depending on the context of the interaction, the art and science of questioning lies in knowing what question to ask when. (No. 52 | July 2009)

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Learning Lessons with Knowledge Audits

Knowledge from evaluations will not be used effectively if the specific organizational context, knowledge, and relationships of evaluation agencies, and the external environment they face, are not dealt with in an integrated and coherent manner. Knowledge management can shed light on this and related initiatives can catalyze and facilitate identification, creation, storage, sharing, and use of lessons. (No. 51 | June 2009)

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Wearing Six Thinking Hats

The difference between poor and effective teams lies not so much in their collective mental equipment but in how well they use their abilities to think together. The Six Thinking Hats technique helps actualize the thinking potential of teams. (No. 50 | June 2009)

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Understanding and Developing Emotional Intelligence

Emotional intelligence describes an ability, capacity, skill, or self-perceived ability to identify, assess, and manage the emotions of one's self, of others, and of groups. The theory is enjoying considerable support in the literature and has had successful applications in many domains. (No. 49 | June 2009)

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Learning and Development for Management

The insights, attitudes, and skills that equip managers for their various responsibilities come from many sources outside formal education or training. To identify areas for improvement, it is first necessary to identify what these responsibilities are. (No. 48 | June 2009)

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