handle with knowledge: 2012 planner

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KNOWLEDGE SOLUTIONSTools, Methods, and Approaches to Drive Development Forwardand Enhance Its Effects

A competency approach befits knowledge management and learning. Knowledge Solutions are handy, quick reference guides to tools, methods, and approachesthat propel development forward and enhance its effects. They fit in five comprehensive areas: (i) strategy development, (ii) management techniques, (iii) collaboration mechanisms, (iv) knowledge sharing and learning, and (v) knowledge capture and storage. In general, raising organizational performance is contingent on progress in all five areas; however, the Five Competencies Framework can also help determine priorities for immediate action by selecting the area that will yield the greatest benefits if improved. Handle with Knowledge: 2012 Planner will appeal to the development community and people interested in knowledge management and learning.

A LEARNING CHARTEREven with the best of intentions, it is easy to lose track of one’s plans in the “busyness” of daily life. To help solve this problem, please commit to three actions to promote knowledge management and learning in 2012.

THE LEARNING ORGANIZATION MODELA learning organization is a collective undertaking, rooted in action, that builds and improves its own practice by consciously and continually devising and developingthe means to draw learning. Its subsystems are organization, people, knowledge,and technology.

Personal Data

Concept by Olivier Serrat, Principal Knowledge Management SpecialistLeah Arboleda, Senior Knowledge Management Assistant

Illustrations by Frances Marie AlcarazDesign and layout by Dennis Santos

ORGANIZATION

A learning organization

knows the role that learning plays

in developing organizational

effectiveness.

ORGANIZATION

Creating and Running Partnerships

To create and run partnerships, one must understand the drivers

of success and failure.

DECEMBER 2011

FEBRUARY 2012

DECEMBER 2011–JANUARY 2012

Identifying and Sharing Good Practices

Good practice is something that has worked in one part of the organization and might be effective in another.

DECEMBER 2011

FEBRUARY 2012

JANUARY 2012

Monthly Progress Notes

Feedback is the dynamic process of presenting and disseminating information to improve performance.

DECEMBER 2011

FEBRUARY 2012

JANUARY 2012

Assessing the Effectivenessof Assistance in Capacity Development

Assessments of capacity development can rest more fully on inputs from executing agencies.

DECEMBER 2011

FEBRUARY 2012

JANUARY 2012

Staff Profile Pages

Staff profile pages store data about the knowledge, skills, experience, and interests of people.

DECEMBER 2011

FEBRUARY 2012

JANUARY 2012

Writing Weblogs

A weblog records dated commentaries, descriptions of events, or other material such as graphics or videos.

DECEMBER 2011

FEBRUARY 2012

JANUARY–FEBRUARY 2012

Growing Managers, Not Bosses

Successful organizations spend more time and resources

on selecting good managers than on anything else.

JANUARY 2012

MARCH 2012

FEBRUARY 2012

Building a Learning Organization

Knowledge should be continuously enrichedthrough both internal and external learning.

JANUARY 2012

MARCH 2012

FEBRUARY 2012

Building Institutional Capacityfor Development

Access to and judicious use of informationunderpin economic and social progress.

JANUARY 2012

MARCH 2012

FEBRUARY 2012

INSTIT

Understanding and Developing Emotional Intelligence

Emotional intelligence is the ability to identify, assess,

and manage emotions.

JANUARY 2012

MARCH 2012

FEBRUARY–MARCH 2012

Learning Lessonswith Knowledge Audits

Evaluations will not be used if context, knowledge, relationships, and environment are not dealt with.

APRIL 2012

FEBRUARY 2012

MARCH 2012

The art and science of questioning lies in knowing what question to ask when.

Asking Effective Questions

APRIL 2012

FEBRUARY 2012

MARCH 2012

Value Cyclesfor Development Outcomes

Development work is fed by knowledge services and knowledge solutions that value cycles

can help maximize.

APRIL 2012

FEBRUARY 2012

MARCH 2012

Coaching and Mentoring

Coaching and mentoring are now essential elements

of modern managerial practice.

APRIL 2012

FEBRUARY 2012

MARCH–APRIL 2012

PEOPLE

A learning organization

needs reflective people.

www.adb.org/knowledgesolutions/

The Roots of an Emerging Discipline

Organizing for knowledge management requiresnew structures and managerial attitudes.

MAY 2012

MARCH 2012

APRIL 2012

To draw a strategy is relatively easy—execution is not. Strategy is a phenomenon that depends on synchronization.

Enhancing KnowledgeManagement Strategies

MAY 2012

MARCH 2012

APRIL 2012

From Strategy to Practice

To navigate a strategy, one must maintain a balance between strategizing and learning modes of thinking.

MAY 2012

MARCH 2012

APRIL 2012

In organizations, stimulants and obstacles to creativitydrive or impede enterprise.

Harnessing Creativity and Innovation in the Workplace

MAY 2012

MARCH 2012

APRIL 2012

Exercising Servant Leadership

Servant leaders choose to serve first, and then lead,to expand service to individuals and organizations.

MAY 2012

MARCH 2012

APRIL–MAY 2012

Leadership is best considered as an outcome.It is defined by what one does, not who one is.

Distributing Leadership

APRIL 2012

JUNE 2012

MAY 2012

It is difficult to argue that what learning charters advocate is not worth striving for.

Drawing Learning Charters

APRIL 2012

JUNE 2012

MAY 2012

Understanding Complexity

Notions of complexity offer a wealth of insightsand guidance to 21st century organizations.

APRIL 2012

JUNE 2012

MAY 2012

Improving Sectorand Thematic Reporting

Communities of practice stand to gain

from healthy reporting.

APRIL 2012

JUNE 2012

MAY–JUNE 2012

Organizational culture is best improved by organizational learning for change.

A Primer on Organizational Culture

MAY 2012

JULY 2012

JUNE 2012

A Primer on Organizational Learning

Organizations learn through individuals; yet, individual learning is conditioned

by the learning system.

MAY 2012

JULY 2012

JUNE 2012

To make change happen, one must overcome resistance and then secure as much discretionary effort as possible.

Fast and Effective Change Management

MAY 2012

JULY 2012

JUNE 2012

The idea of organizational branding has developed and is making inroads into the public sector too.

New-Age Brandingand the Public Sector

MAY 2012

JULY 2012

JUNE–JULY 2012

KNOWLEDGE

Learning is both a product

of knowledge and its source.

Marketing in the public sector may be the final frontier.

Marketing in the Public Sector

AUGUST 2012

JUNE 2012

JULY 2012

The Future of Social Marketing

Social marketing is the useof marketing principles and techniques to effect behavioral change.

AUGUST 2012

JUNE 2012

JULY 2012

Embracing Failure

Success is a processand failure is an opportunity. Successful individuals, groups,and organizations fail well.

AUGUST 2012

JUNE 2012

JULY 2012

A Primer on Talent Management

To make talent happen organizations must give it strategic

and holistic attention.

AUGUST 2012

JUNE 2012

JULY 2012

Sparking Innovations in Management

In the 21st century, management innovation

is the prime driver of sustainable competitive

advantage.

AUGUST 2012

JUNE 2012

JULY–AUGUST 2012

Design Thinking

The need for 21st-century mindsets and protocolshas sparked interest in design thinking.

SEPTEMBER 2012

JULY 2012

AUGUST 2012

Sparking Social Innovations

In a shrinking world, social innovation can do much to foster smart, sustainable globalization.

SEPTEMBER 2012

JULY 2012

AUGUST 2012

Crafting a Knowledge Management Results Framework

Managing for results requires a coherent framework for strategic planning, management, and communications.

SEPTEMBER 2012

JULY 2012

AUGUST 2012

Seeding Knowledge Solutions Before, During, and After

In the age of competence, one must learn before,during, and after the event.

SEPTEMBER 2012

JULY 2012

AUGUST–SEPTEMBER 2012

Social Media and the Public Sector

The public sector can put social media to work to drive stakeholder involvement and satisfaction.

AUGUST 2012

OCTOBER 2012

29 30 31

SEPTEMBER 2012

The Perils of Performance Measurement

Interest in performance measurement grows daily but the state of the art

leaves much to be desired.

AUGUST 2012

OCTOBER 2012

29 30 31

SEPTEMBER 2012

Enriching Policy with Research

Researchers and policy makers are not turning research findings into lasting change for the poor.

AUGUST 2012

OCTOBER 2012

29 30 31

SEPTEMBER 2012

A Primer on Corporate Values

Statements of corporate values suggestmuch work must be done before organizations

draw real benefits from them.

AUGUST 2012

OCTOBER 2012

29 30 31

SEPTEMBER 2012

TECHNOLOGY

In a learning organization,

technology is harnessed

without constraining knowledge

management and learning.

A Primer on Social Neuroscience

Social neuroscience is fostering more comprehensive theoriesof the mechanisms that underlie human behavior.

SEPTEMBER 2012

NOVEMBER 2012

OCTOBER 2012

Informal Authority in the Workplace

In the 21st century, the requirements of organizational speed demand investments in informal authority.

SEPTEMBER 2012

NOVEMBER 2012

OCTOBER 2012

Seeking Feedback on Learning for Change

Feedback is the breakfast of champions.

SEPTEMBER 2012

NOVEMBER 2012

OCTOBER 2012

Engaging Staff in the Workplace

Staff engagement denotes the extent to which organizations gain commitment from personnel.

SEPTEMBER 2012

NOVEMBER 2012

OCTOBER 2012

Leading Top Talent in the Workplace

Organizations need distinctive ideas about where they can and should be going. For that, they need top talent.

SEPTEMBER 2012

NOVEMBER 2012

OCTOBER–NOVEMBER 2012

E-learning and the Workplace

For e-learning to work, one must understand its organizational environment and evolve design principles.

DECEMBER 2012

OCTOBER 2012

29 30 31

NOVEMBER 2012

Enriching Knowledge Management Coordination

The span of knowledge coordination should be as close as possible to relevant knowledge domains.

DECEMBER 2012

OCTOBER 2012

29 30 31

NOVEMBER 2012

Forestalling Change Fatigue

People will help build what they create.

DECEMBER 2012

OCTOBER 2012

29 30 31

NOVEMBER 2012

A Primer on Corporate Governance

Never before has the glare of the spotlight focused so much on boards of directors.

DECEMBER 2012

OCTOBER 2012

29 30 31

NOVEMBER–DECEMBER 2012

Critical Thinking

Excellence in thought can be cultivated

and fertilized with creativity.

NOVEMBER 2012

JANUARY 2013

DECEMBER 2012

The Travails of Micromanagement

Micromanagementis mismanagement.

NOVEMBER 2012

JANUARY 2013

DECEMBER 2012

Delegating in the Workplace

The act of delegatingcalls for and rests on trust.

NOVEMBER 2012

JANUARY 2013

DECEMBER 2012

Managing Corporate Reputation

Newly minted approaches to corporate reputationare already obsolete.

NOVEMBER 2012

JANUARY 2013

DECEMBER 2012

Moral Courage in Organizations

It is everyday moral courage that sets an organization and its members apart.

NOVEMBER 2012

JANUARY 2013

DECEMBER 2012–JANUARY 2013

January

October

February

August

November

September

December

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. These “cheat sheets” simplify access and reference to the entire Knowledge Solutions series as of August 2011.

• How can a strategy focus on group relationships with appreciation of their distinctive ideas, beliefs, values, and knowledge?

• How can it utilize stories of significant change to monitor and evaluate performance?

• How might it shift the focus from changes in state to changes in behaviors, relationships, actions, and activities?

• How could you anchor it in understanding of livelihoods and appreciation of the factors that constrain or enhance these as well as their relationships?

• Is your strategy the outcome of a human-centered, prototype-driven process for the exploration of new ideas?

• Does it maintain a balance between strategizing and learning modes of thinking?

• How emergent is it? Does it consider other scenarios?

• How does a strategy promote participation at requisite levels?

• Is your strategy for knowledge management enriched by regular knowledge audits?

• Culture Theory

• The Most Significant Change Technique

• Outcome Mapping

• The Sustainable Livelihoods Approach

• Design Thinking

• From Strategy to Practice

• Reading the Future

• Building Institutional Capacity for Development

• Auditing Knowledge

STRATEGY DEVELOPMENT

Keys for Reflection

Behavior and Change

Emergence and Scenario Thinking

Institutional Capacity and Participation

A strategy is a long-term plan of action designed to achieve a particular goal.

Knowledge Assets

• Does its practice integrate the need to systematically review, evaluate, prioritize, sequence, manage, redirect, and if necessary even cancel strategic initiatives?

• Is your approach to dissemination underpinned by policy, strategy, planning, and tactics? How can your knowledge products be made available in a flexible range of formats in recognition of the varied needs of consumers?

• How does a strategy apply a custom blend of the four Ps and other marketing techniques to transform communications with stakeholders and improve performance?

• How might it draw on marketing principles to effect changes in the behavior of individuals or groups?

• How can a strategy support and energize organization, people, knowledge, and technology for learning?

• How might it integrate evaluation results to support policy, strategy, and operational changes?

• How could it distinguish roadblocks to make them part of the solution instead of part of the problem?

• How would you gauge perceptions of competencies to learn for change?

• Does your strategy leverage partnerships and recognize their drivers of success and failure?

• How might it make out social networks and analyze the actors and the relationships between them?

• Enhancing Knowledge Management Strategies

• Linking Research to Practice

• The Future of Social Marketing

• Marketing in the Public Sector

• Building a Learning Organization

• Learning Lessons with Knowledge Audits

• Overcoming Roadblocks to Learning

• Seeking Feedback on Learning for Change

• Creating and Running Partnerships

• Social Network Analysis

Marketing

Partnerships and Networks of Practice

Organizational Learning

• Why, in knowledge-based economies, should high-performance organizations reconceptualize notions of corporate reputation?

• How might we embrace branding to drive organizational behavior and behavioral change?

• Do value cycles maximize the potential of knowledge services and knowledge solutions through delivery platforms?

• How might we investigate deeply the cause-and-effect relationships underlying problems?

• Do you enable different perspectives to be generated and applied in management processes?

• How might one brainstorm to resolve a problem, meet an opportunity, or turn a tired idea into something new and different?

• By what effective questioning might you reap insights into strategy development, management techniques, collaboration mechanisms, knowledge sharing and learning, and knowledge capture and storage?

• Why should management practices encompass sense and decision making in multiple contexts?

• How can we manage for results with a coherent framework for strategic planning, management, and communications?

• How does one focus on time, cost, human resources, scope, quality, and actions as common parameters of project performance?

• Do you make use of logic models for objectives-oriented planning that structures the main elements in a project, highlighting linkages between intended inputs, planned activities, and expected results?

• What are some pernicious effects of performance measurement and how might one improve the state of the art?

• Managing Corporate Reputation

• New-Age Branding and the Public Sector

• Value Cycles for Development Outcomes

• The Five Whys Technique

• The Reframing Matrix

• The SCAMPER Technique

• Seeding Knowledge Solutions Before, During, and After

• Understanding Complexity

• Crafting a Knowledge Management Results Framework

• Focusing on Project Metrics

• Output Accomplishment and the Design and Monitoring Framework

• The Perils of Performance Measurement

Complexity and Lateral Thinking

Linear Thinking

MANAGEMENT TECHNIQUESLeadership is the process of working out the right things to do. Management is the process of doing things right.

Talent Management

• In what ways do organizations benefit from staff engagement and how might that be driven?

• How do organizations overcome resistance to change and secure as much discretionary effort as possible?

• If transformational change rarely succeeds, what rationale is there for bottom-up approaches?

• What is moral courage and why is it so often constrained in organizations?

• How do we get the right knowledge to the right people at the right time, and help them (with incentives) to apply it in ways that strive to improve organizational performance?

• How might you prioritize investments in knowledge management?

• Why do organizations need direction and control and based on what principles and practices might boards of directors better provide that?

• What are the components of organizational culture and what is the role of organizational learning for change?

• How do organizations learn? • How do new knowledge management

paradigms compare with the old, and what new structures and managerial attitudes do they require?

• Why should we drive management innovation?

• Why is micromanagement mismanagement?

• Do you manage meetings before, during, and after, with appreciation of their different kinds, to make them productive and fun?

• Should one spend more time, integrity, and brainpower on selecting managers than on anything else?

• Is your organization attractive to people who already know how valuable they are?

• Why should you empower knowledge workers to make the most of their deepest skills and perform best?

• How does one manage by walking around to emphasize the importance of interpersonal contact, open appreciation, and recognition and build civility and performance in the workplace?

• Engaging Staff in the Workplace

• Fast and Effective Change Management

• Forestalling Change Fatigue

• Moral Courage in Organizations

• Notions of Knowledge Management

• Picking Investments in Knowledge Management

• A Primer on Corporate Governance

• A Primer on Organizational Culture

• A Primer on Organizational Learning • The Roots of an Emerging Discipline

• Sparking Innovations in Management

• The Travails of Micromanagement

• Conducting Effective Meetings

• Growing Managers, Not Bosses

• Leading Top Talent in the Workplace

• Managing Knowledge Workers

• Managing by Walking Around

Organizational Change

Collaborative Tools

Communities of Practice and Learning Alliances

Leadership

COLLABORATION MECHANISMS

• How can one give talent strategic and holistic attention to make it happen?

• Do you have the ability, capacity, skill, or self-perceived ability to identify, assess, and manage the emotions of yourself, of others, and of groups?

• How do you harness the power of collaborative minds to innovate faster, cocreate, and cut costs?

• How does one represent, link, and arrange concepts, themes, or tasks under a central topic?

• How can we actualize the thinking potential of teams?

• How do you build a community of like-minded, interacting people to ensure more effective creation and sharing of knowledge in a domain?

• Through what collaboration mechanisms can one decentralize the span of knowledge creation?

• How can communities of practice report better?

• Why should strategic alliances manage the partnership, not just the agreement, for collaborative advantage?

• How does social neuroscience foster more comprehensive theories of the mechanisms that underlie human behavior?

• How might one design and analyze a survey of communities of practice?

• How should we earn, develop, and retain trust for superior results?

• How can one distribute leadership if it is an outcome, not an input to business processes and performance?

• Why would you support people who choose to serve first, and then lead, as a way of expanding service to individuals and organizations?

• What is the new context for leadership in the public sector?

• A Primer on Talent Management

• Understanding and Developing Emotional Intelligence

• Collaborating with Wikis

• Drawing Mind Maps

• Wearing Six Thinking Hats

• Building Communities of Practice

• Enriching Knowledge Management Coordination

• Improving Sector and Thematic Reporting

• Learning in Strategic Alliances

• A Primer on Social Neuroscience

• Surveying Communities of Practice

• Building Trust in the Workplace

• Distributing Leadership

• Exercising Servant Leadership

• Leading in the Workplace

When working with others, efforts sometimes turn out to be less than the sum of the parts. Too often, not enough attention is paid to facilitating effective collaborative practices.

By what process can one unearth what works to facilitate positive change in organizations?

• How can you generate good ideas that meet pressing unmet needs and improve people’s lives to foster smart, sustainable globalization?

• How do you enable small groups to work regularly and collectively on complicated problems, take action, and learn as individuals and as a team while doing so?

• How might one bridge silos to promote effective cross-functional teams?

• Why, in organizations, is it better to understand delegation as a web of tacit governance arrangements?

• How can reciprocity intensify mutual influence in organizations?

• How can we organize and coordinate with effect a group whose members are not in the same location or time zone, and may not even work for the same organization?

• What role can corporate values play in guiding behavior and decision making?

• How does one develop a successful team?

• What are the forms and functions of networks of practice and how do you monitor and evaluate performance?

• How do you harness, individually or in association, useful models of learning and change to reflect on the dimensions of a learning organization?

• How can an organization demonstrate commitment to learning, against which provision and practice can be tested and serve as a waymark with which to guide, monitor, and evaluate progress?

• What are the stimulants and obstacles to creativity and innovation that drive or impede enterprise in organizations?

Appreciative Inquiry

• Sparking Social Innovations

• Action Learning

• Bridging Organizational Silos

• Delegating in the Workplace

• Informal Authority in the Workplace

• Managing Virtual Teams

• A Primer on Corporate Values

• Working in Teams

• Building Networks of Practice

• Dimensions of the Learning Organization

• Drawing Learning Charters

• Harnessing Creativity and Innovation in the Workplace

Social Innovations

Teamwork

Creativity, Innovation, and Learning

KNOWLEDGE SHARING AND LEARNINGTwo-way communications that take place simply and effectively build knowledge.

Learning and Development

Learning Lessons

• How can the public sector use Web 2.0 applications to forge, build, and deepen relationships?

• Can better understanding of organizational environments and design principles improve e-learning interventions?

• How can we coach and mentor to inspire and empower employees, build commitment, increase productivity, grow talent, and promote success?

• What are the five functions of managers toward which learning and development can be extended to improve their insights, attitudes, and skills?

• How do you know what question to ask when?

• When a critical milestone has been reached, why should we discuss successes and failures in an open and honest fashion?

• How does one step back from day-to-day activities to think about the future?

• How can individuals come together to share their experiences, insights, and knowledge on an identified challenge or problem?

• Is failure a way to an opportunity? • How can one suggest that a process or

methodology that has been shown to be effective in one part of an organization might be effective in another, too?

• How might evaluation serve as a foundation block in learning organizations?

• What is the potential of stories or narratives as a communication tool to value, share, and capitalize on the knowledge of individuals?

• How can an ordinary presentation become a lively and engaging event?

• By what interactive process does one communicate knowledge to target audiences to lead to change?

• How can we enrich the definition, design, and implementation of policy research?

• How do you employ the internet to disseminate research findings?

• How do we save time in writing, make writing far easier, and improve understanding?

• Social Media and the Public Sector

• E-Learning and the Workplace

• Coaching and Mentoring

• Learning and Development for Management

• Asking Effective Questions

• Conducting After-Action Reviews and Retrospects

• Conducting Successful Retreats

• Conducting Peer Assists

• Embracing Failure • Identifying and Sharing Good Practices

• Learning from Evaluation

• Storytelling

• Conducting Effective Presentations

• Disseminating Knowledge Products

• Enriching Policy with Research

• Posting Research Online

• Using Plain English

Dissemination

Reporting

KNOWLEDGE CAPTURE AND STORAGE

• How do you garner feedback on why employees leave, what they liked about their job, and where the organization needs improvement?

• How can the study of critical incidents help solve practical problems?

• By what process can one analyze and evaluate thinking to improve it?

• What, in simple terms, are the most common concepts in knowledge management?

• How do you draw out and package tacit knowledge to help others adapt, personalize, and apply it; build organizational capacity; and preserve institutional memory?

• Why should one cut information overload and showcase knowledge?

• How do we build dynamic, adaptive electronic directories that store information about the knowledge, skills, experience, and interests of people?

• How might taxonomy work become strategic work?

• How can one garner feedback from executing agencies on the effectiveness of assistance in capacity development?

• By what simple feedback mechanisms might you promote learning before, during, and after to document accomplishments as well as bottlenecks?

• How can groups discuss electronically areas of interest and review different opinions and information surrounding a topic?

• Conducting Exit Interviews

• The Critical Incident Technique

• Critical Thinking

• Glossary of Knowledge Management

• Harvesting Knowledge

• Showcasing Knowledge

• Staff Profile Pages

• Taxonomies for Development

• Assessing the Effectiveness of Assistance in Capacity Development

• Monthly Progress Notes

• Writing Weblogs

Knowledge Harvesting

Technology Platforms

Knowledge leaks in various ways at various times.

Intersections is a quarterly e-newsletter that features and promotes innovative sector, thematic, and other practices in ADB’s operations.http://adb.org/documents/periodicals/intersections/default.asp

knowledge@ADB is a monthly e-newsletter that features knowledge and research publications, information and instructive materials, blogs, video and multimedia, presentations, and forthcoming products of ADB.http://adb.org/knowledge-management/news.asp

i.prompt.u is a monthly e-newsletter that aggregates knowledge products, events, and news of ADB-hosted communities of practice.

Electronic Subscriptions

About the Knowledge Management Center

The Knowledge Management Center facilitates knowledge management activities in ADB. It plays a critical role in introducing new knowledge management approaches, monitoring the progress of knowledge management, and reporting to ADB Management.

About the Asian Development Bank

ADB’s vision is an Asia and Pacific region free of poverty. Its mission is to help its developing member countries reduce poverty and improve the quality of life of their people. Despite the region’s many successes, it remains home to two-thirds of the world’s poor: 1.8 billion people who live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclusive economic growth, environmentally sustainable growth, and regional integration.

Based in Manila, ADB is owned by 67 members, including 48 from the region. Its main instruments for helping its developing member countries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.

Knowledge Management CenterAsian Development Bank6 ADB Avenue, Mandaluyong City 1550 Metro Manila, PhilippinesTel +63 2 632 6362 Fax +63 2 632 5236knowledge@adb.orgwww.adb.org/knowledge-management/

handle with knowledge: 2012 planner

knowledge sharing

knowledge capture

learning chartereven

management techniques

strategy development

development community

drive development forwardand

organizational performance

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