This report reviews the key attributes of Learning for Change in the Asian Development Bank (ADB); marks out generic roadblocks to learning; assimilates the manifold dimensions of the learning organization; and specifies how action across organization, people, knowledge, and technology can energize and support individual, team, and cross-functional learning, and in return, be enriched by learning.

This toolkit is designed to make it easier for members of the knowledge sharing community to benefit from the collective experience, knowledge and expertise of their peers, co-workers and partners, and to more effectively share the results of your work with others. The knowledge sharing techniques described in this toolkit are a selection of knowledge sharing tools that are simple, quick, and proven to be effective methods for providing and promoting open, transparent discussion on topics, issues, activities and projects with which members of the knowledge sharing community works in.

This collaborative wiki, a product of CGIAR, FAO, KM4Dev Community, UNICEF and UNDP, helps frame resources in the context of international development with a focus on agriculture, fisheries, food and nutrition, forestry and sustainable development.

This non-prescriptive framework was developed on the basis of practical constraints, experiences, and lessons-learned from about 50 IFAD-supported projects in East and Southern Africa. This framework consolidates the eleven cornerstones to integrating knowledge management into project and programs into three primary categories: Commitment & capacity to drive knowledge mangement and learning; cultures, systems, and structures for knowledge sharing and communication; and continuous improvement processes at all levels.

The IMARK e-learning course entitled "Management of Spatial Information" is now available in English.This course provides a comprehensive overview of the nature and characteristics of spatial data, how it can help improve the quality and scope of activities in organizational processes, how to manage the infrastructure internally and how to integrate the infrastructure in a wider context of data acquisitioning and provisioning.

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. Although this guideline references ADB staff members in general, it may also help other development organizations design and manage their knowledge partnerships better.

This Power Point Presentation maps the knowledge acquisition process at Rolls Royce. This presentation highlights how they use key knowledge management tools to learn, as well as retain and share knowledge.

This document provides an example of collaboration map legend between Bilateral Donors, Local Government, Associational Life, and Multilateral Donors.

This report discusses the impact of the National Health Plan in post-conflict Liberia. The report discusses the design of the health pool fund mechanism, assesses it functioning, compares the pooled fund to other aid mechanisms used in Liberia, and looks into the enabling conditions, opportunities, and challenges of the pool fund.

This sample collaboration map explains what each part of the map represents. Collaboration maps such as this can help a mission identify opportunities and weaknesses to collaborate with other developm