Building Trust in the Workplace

Workplace dynamics make a significant difference to people and the organizations they sustain. High-performance organizations earn, develop, and retain trust for superior results. (No. 57 | August 2009)

Read the paper [ PDF: 887 kb | 5 pages ]

The Roots of an Emerging Discipline

Organizations must become information based: (i) Knowledge workers are not amenable to command and control; (ii) In the face of unremitting competition, it is vital to systematize innovation and entrepreneurship; (iii) In a knowledge-based economy, it is imperative to decide what information one needs to conduct one's affairs. (No. 56 | August 2009)

Read the paper [ PDF: 692kb | 4 pages ]

Managing Virtual Teams

Virtual team management is the ability to organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the organization. The predictor of success is as always clarity of purpose. But group participation in achieving that is more than ever important to compensate for lost context. Virtual team management requires deeper understanding of people, process, and technology, and recognition that trust is a more limiting factor compared with face-to-face interactions. (No. 55 | August 2009)

Read the paper [ PDF: 804kb | 6 pages ]

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)

Read the paper [ PDF: 608kb | 5 pages ]

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)

Read the paper [ PDF: 377kb | 4 pages ]

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)

Read the paper [ PDF: 447 kb | 7 pages ]

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)

Read the paper [ PDF: 554 kb | 14 pages ]