Professional Documents
Culture Documents
2011
The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADB's part as to sovereignty or independent status or necessarily conform to ADB's terminology.
Both peacebuilders and state-builders aim to establish and/or strengthen institutions and arrangements that
are acceptable to a majority of actors; and
Institutions that serve the public good rather than the interests of the powerful; and
Mutually reinforcing linkages between state and society that sustain an effective and resilient public sphere.. State-building and peacebuilding approaches share complementarities in terms of forging more peaceful, inclusive, representative, effective, and legitimate states and societies. Multidimensional peacebuilding goes beyond the military.
Structural Dimensions Conflict impacts systems and structureshow relationships are organized and who has access to poweramong families, communities, entire societies, and their institutions.
Cultural Dimensions Cultural changes Cultural resources and patterns Programs and activities
Public debate over governance grows out of concern over the principles by which an economy ought to be governed. British artist Max Couper created a massive installation on the subject of balance that he displayed in Dusseldorf in 1997 and at the European Parliament in Brussels in 1998. The installation involved a 30 ton London barge on a steel fulcrum, sprung at each end and pivoted by the body weight of the public. The artwork can be seen as a simple metaphor of society as a room in which we are all together, a society whose equilibrium and future direction is determined by the way in which we decide to walk together.
Source: Summarized from Peter Schwartz and Blair Gibb. 1999. When Good Companies Do Bad Things. John Wiley & Sons, Inc.
Peacebuilding opens opportunities for learning. Continuous learning requires that peacebuilders be curious. To test theory one must be annoyingly inquisitive, descriptive, comparative, predictive, systemic, and wide. To remystify practice one must keep asking why, listen to "because", watch out for the unexpected, hold discussions with different people, and embrace failure.
Ask
Learn
We connect and take opportunities to learn. We share experience, evidence, and feedback.
We review lessons as we go and apply our learning. We share achievements, outcomes, and pride.
Share
enhances
Conflict Transformation in the local and regional contexts
Knowledge Assets
Tacit Knowledge
is Knowledge that people carry in their heads. is rooted in skills, experiences, insights, intuition, and judgment. is hard to communicate but can be shared in discussions, storytelling, and personal interactions.
Explicit Knowledge is codified knowledge. can be expressed in writing, drawings, computer programs, etc. can be transmitted in various forms.
Knowledge Assets
Explicit Knowledge = Media-based
Paper-based, multimedia, digitally indexed, digitally active, etc.
Use Knowledge
Store Knowledge
A knowledge management solution should not focus only on one or two activities in isolation.
Share Knowledge
Knowledge Management
Knowledge management is
The explicit and systematic management of processes enabling vital individual and collective knowledge resources to be identified, created, stored, shared, and used for benefit.
Strategic Framework
Leadership Organization Technology Learning
Leadership
Organization
Technology
Learning
Organization
Technology
Learning
Cultivate and utilize virtual teams and exchange forums for knowledge management.
Learning
Learning is the acquisition of knowledge or skills through study, experience, or instruction. Learning is an integral part of knowledge management and its ultimate end. Learning is driven by organization, people, knowledge, and technology working in harmonyurging better and faster learning and increasing the relevance of an organization.
Reductionist
Systemic
Act
Support
Understand
Strong Personal Connection Intensifies
Current State
Hear
Areas of Competence
Strategy Development
Management Techniques
Collaboration Mechanisms
Note:
External
Internal
Understanding Complexity
Value Cycles for Development Outcomes
A Primer on Neuroscience
Bridging Organizational Silos Building Communities of Practice Building Trust in the Workplace
Embracing Failure
Enriching Policy with Research Harnessing Creativity in the Workplace Identifying and Sharing Good Practices
Empowering the Communities of Practice (Collaborate for knowledge generation and sharing)
Further Enhancing Staff Learning and Skills Development (Enhance opportunities for staff to learn)
Full Implementation
Change Management
Knowledge Taxonomy
Benchmarking
Organization
Technology
Learning
Performance Today
Further Reading
ADB. 2009. A Primer on Organizational Learning. Available: http://www.adb.org/publications/primer-organizational-learning ADB. 2009. Building A Learning Organization. Available: http://www.adb.org/publications/buildinglearning-organization ADB. 2009. Dimensions of the Learning Organization. Available: http://www.adb.org/publications/dimensions-learning-organization ADB. 2010. Compendium of Knowledge Solutions. Available: http://www.adb.org/publications/compendium-knowledge-solutions ADB. 2010. Learning in Development. Available: http://www.adb.org/publications/learningdevelopment ADB. 2011. Fragile and Conflict-Affected Situations. Available: http://www.adb.org/themes/governance/fragile-situations Catholic Relief Services. 2007. Reflective Peacebuilding A Planning, Monitoring, and Learning Toolkit. Available: http://kroc.nd.edu/sites/default/files/reflective_peacebuilding.pdf Overseas Development Institute. 2009. State-Building for Peace - A New Paradigm for International Engagement in Post-Conflict Fragile States. Available: http://www.odi.org.uk/sites/odi.org.uk/files/odi-assets/publications-opinion-files/5537.pdf
Olivier Serrat
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge