Enriching Policy with Research

The failure of researchers to link evidence to policy and practice produces evidence that no one uses, impedes innovation, and leads to mediocre or even detrimental development policies. To help improve the definition, design, and implementation of policy research, researchers should adopt a strategic outcome-oriented approach. (No. 85 | May 2010)

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The Perils of Performance Measurement

Interest in performance measurement grows daily but the state of the art leaves much to be desired. To promote performance leadership, one must examine both its shortcomings and its pernicious effects. (No. 84 | May 2010)

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Social Media and the Public Sector

Social media is revolutionizing the way we live, learn, work, and play. Elements of the private sector have begun to thrive on opportunities to forge, build, and deepen relationships. Some are transforming their organizational structures and opening their corporate ecosystems in consequence. The public sector is a relative newcomer. It too can drive stakeholder involvement and satisfaction. (No. 83 | April 2010)

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Seeding Knowledge Solutions Before, During, and After

In the age of competence, one must learn before, during, and after the event. Knowledge solutions lie in the areas of strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage. (No. 82 | April 2010)

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Harvesting Knowledge

If 80% of knowledge is unwritten and largely unspoken, we first need to elicit that before we can articulate, share, and make wider use of it. Knowledge harvesting is one way to draw out and package tacit knowledge to help others adapt, personalize, and apply it; build organizational capacity; and preserve institutional memory. (No. 81 | April 2010)

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Crafting a Knowledge Management Results Framework

Managing for results requires a coherent framework for strategic planning, management, and communications based on continuous learning and accountability. Results frameworks improve management effectiveness by defining realistic expected results, monitoring progress toward their achievement, integrating lessons into decisions, and reporting on performance. (No. 80 | March 2010)

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Sparking Social Innovations

Necessity is the mother of invention. The demand for good ideas, put into practice, that meet pressing unmet needs and improve people's lives is growing on a par with the agenda of the 21st century. In a shrinking world, social innovation at requisite institutional levels can do much to foster smart, sustainable globalization. (No. 79 | March 2010)

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