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<title>ADB.org Knowledge Solutions</title>
<link>http://www.adb.org/Documents/Information/Knowledge-Solutions/default.asp?p=kmmat</link>
<description>ADB.org Knowledge Solutions</description>
<language>en-us</language>
<managingEditor>knowledge@adb.org</managingEditor>
<webMaster>webmaster@adb.org</webMaster>
<copyright>Copyright 2009 Asian Development Bank</copyright> 
<ttl>60</ttl>
<docs>http://www.adb.org/rss</docs>

<lastBuildDate>21 Nov 2009, 0553 GMT</lastBuildDate>
<item>
<title><![CDATA[Improving Sector and Thematic Reporting (20 Nov 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/improving-sector-thematic-reporting.pdf]]></link>
<description><![CDATA[Collaboration Mechanisms -- Communities of practice have become an accepted part
of organizational development. Learning organizations build
and leverage them with effect. To reach their potential, much as other bodies, they stand to gain from healthy reporting. Quality of information and its proper presentation enable
stakeholders to make sound and reasonable assessments of
performance, and take appropriate action. (No. 67 | November 2009)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Understanding Complexity (9 Nov 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/understanding-complexity.pdf]]></link>
<description><![CDATA[Management Techniques -- 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)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Drawing Learning Charters (13 Oct 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/drawing-learning-charters.pdf]]></link>
<description><![CDATA[Knowledge Sharing and Learning -- 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)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Distributing Leadership (9 Oct 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/distributing-leadership.pdf]]></link>
<description><![CDATA[Collaboration Mechanisms -- The prevailing view of leadership is that it is concentrated or focused. In organizations, this
makes it an input to business processes and performance--dependent on the attributes, behaviors, experience,
knowledge, skills, and potential of the individuals chosen
to impact these. The theory of distributed leadership thinks it best considered as an outcome. Leadership
is defined by what one does, not who one is. Leadership
at all levels matters and must be drawn from, not just be
added to, individuals and groups in organizations. (No. 64 | October 2009)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Exercising Servant Leadership (23 Sep 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/exercising-servant-leadership.pdf]]></link>
<description><![CDATA[Collaboration Mechanisms -- Servant leadership is now in the vocabulary of enlightened leadership. It is a practical, altruistic philosophy that supports people who choose to serve first, and then lead, as a way of expanding service to individuals and organizations. The sense of civil community that it advocates and engenders can facilitate and smooth successful and principled change. (No. 63 | September 2009)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Learning in Strategic Alliances (19 Sep 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdf]]></link>
<description><![CDATA[Collaboration Mechanisms -- Strategic alliances that bring organizations together
promise unique opportunities for partners. The reality
is often otherwise. Successful strategic alliances manage
the partnership, not just the agreement, for collaborative
advantage. Above all, they also pay attention to learning priorities in alliance evolution. (No. 62 | September 2009)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Harnessing Creativity and Innovation in the Workplace (7 Sep 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/harnessing-creativity-and-innovation-in-the-workplace.pdf]]></link>
<description><![CDATA[Knowledge Sharing and Learning -- 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)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[From Strategy to Practice (25 Aug 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/from-strategy-to-practice.pdf]]></link>
<description><![CDATA[Strategy Development -- Strategic reversals are quite commonly failures of execution. In many cases, a strategy is abandoned
out of impatience or because of pressure for an instant payoff before it has had a chance to take root and yield results. Or its focal point is allowed to drift over
time. To navigate a strategy, one must maintain a balance
between strategizing and learning modes of thinking. (No. 60 | August 2009)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Leading in the Workplace (24 Aug 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/leading-in-the-workplace.pdf]]></link>
<description><![CDATA[Collaboration Mechanisms -- Theories of leadership are divided: some underscore the
primacy of personal qualities; others stress that systems
are all-important. Both interpretations are correct: a larger pool of leaders is desirable all the time
(and superleaders are necessary on occasion) but its
development must be part of systemic invigoration of
leadership in organizations. (No. 59 | August 2009)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
</item>
<item>
<title><![CDATA[Enhancing Knowledge Management Strategies (20 Aug 09)]]></title>
<link><![CDATA[http://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdf]]></link>
<description><![CDATA[Strategy Development -- Despite worldwide attention to strategic planning, the notion of strategic practice is surprisingly new.
To draw a strategy is relatively easy but to execute it is
difficult--strategy is both a macro and a micro phenomenon
that depends on synchronization. One should systematically
review, evaluate, prioritize, sequence, manage, redirect,
and if necessary even cancel strategic initiatives. (No. 58 | August 2009)]]></description>
<pubDate>21 Nov 2009, 0553 GMT</pubDate>
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