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Drawing Learning Charters
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Despite competing demands, modern organizations should not forget that learning is the best way to meet the challenges of the time. Learning charters demonstrate commitment: they are a touchstone against which provision and practice can be tested and a waymark with which to guide, monitor, and evaluate progress. It is difficult to argue that what learning charters advocate is not worth striving for. (No. 65 | October 2009)
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Harnessing Creativity and Innovation in the Workplace
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Creativity plays a critical role in the innovation process, and innovation that markets value is a creator and sustainer of performance and change. In organizations,
stimulants and obstacles to creativity drive or impede enterprise. (No. 61 | September 2009)
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Asking Effective Questions
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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 and Development for Management
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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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Learning from Evaluation
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Evaluation serves two main purposes:
accountability and learning. Development agencies have
tended to prioritize the first, and given responsibility for that to centralized units. But evaluation for learning is the area where observers find the greatest need today and tomorrow. (No. 44 | May 2009)
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