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Understanding Complexity
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In development agencies, paradigms of linear causality
condition much thinking and practice. They encourage
command-and-control hierarchies, centralize decision making, and dampen creativity and innovation. Globalization
demands that organizations see our turbulent world as a
collection of evolving ecosystems. To survive and flourish
they must then be adaptable and fleet-footed. Notions of
complexity offer a wealth of insights and guidance to 21st
century organizations that strive to do so. (No. 66 | November 2009)
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The Roots of an Emerging Discipline
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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)
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Value Cycles for Development Outcomes
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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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Understanding and Developing Emotional Intelligence
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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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Growing Managers, Not Bosses
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In the 21st century, managers are responsible for
the application and performance of knowledge at task, team,
and individual levels. Their accountability is absolute and cannot be relinquished. In a changing world, successful
organizations spend more time, integrity, and brainpower on
selecting them than on anything else. (No. 38 | April 2009)
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