A four step tool for managing the systematic transfer organizational knowledge
This newly-updated Guide offers comprehensive guidance including a unique logic model and 42 common indicators to measure the process, reach, usefulness, and learning/action outcomes of knowledge management (KM) activities in the context of global health and development programs.
Addressing tacit knowledge is critical for effective organizational learning. Although tacit knowledge can be challenging to identify and manage, creating processes and practices that facilitate its capture and transfer can allow organizations to create efficiencies and improve their learning practice. This document provides guidance on methods for identifying, capturing, and transferring tacit knowledge based on experiences from the USAID-funded Knowledge-Driven Microenterprise Development (KDMD) project.
The GROOVE learning network utilized learning journals in a number of ways. In addition to providing an opportunity to reflect on their own, network members used the journals as a group resource to learn about other’s experiences and raise questions for discussion. To support this practice, GROOVE facilitators often...
Peer assists were one way that GROOVE Learning Network members supported each other within the network. Throughout the course of the grant, GROOVE members participated in a number of formalized peer assists to gather feedback on specific issues or questions.
As part of the GROOVE Learning Network, members submitted regular progress reports including program highlights, program progress, participation in learning network activities, and upcoming activities.
Designing and Delivering Meaningful Knowledge Management Events
Learning how to work in the Twittersphere
This is an in depth facilitators guide to knowledge sharing methods and tools, which includes workshop structures, logisitics, and planning/preparation timelines.
This guideline, authored by the Asian Development Bank, offers a framework for strengthening internal learning from operational practice, and external learning from long-term knowledge partnerships.