Volume 9, number 3, December 2013 - Special Issue: Facilitating multi-stakeholder processes: balancing internal dynamics and institutional politics - KM4Dev Wiki Knowledge Management for Development Journal - Call for PapersVolume 9, Issue No. 3, December 2013 Facilitating multi-stakeholder processes: balancing internal dynamics and institutional politics The Knowledge Management for Development Journal (KM4D Journal) is a peer-reviewed, community-based journal on knowledge management for development – for and by development practitioners, researchers and policymakers. The journal is closely related to the KM4Dev community of practice [www.km4dev.org] and is available at: Volume 9, Issue 3, to be published in December 2013, will focus on facilitating multi-stakeholder processes within knowledge management for development (KM4D). The Guest Editorial team for this issue comprises Ewen Le Borgne, Karen Buchanan, Herman Brouwer, Jan Brouwers, Laurens Klerkx and Miriam Schaap Rationale This issue In this special issue we wish to advance our thinking about multi-stakeholder processes. Notes (1) See [2] Papers
Agency of the Future Guide: Telework More Than a Trend – A Workplace Transformation Do you remember The Jetsons? The show centers on a family living in the futuristic world of 2062. The world featured flying cars, robotic maids and machines that could do the impossible, cooking dinner in an instant, pressing the laundry and walking the dog with the push of a button. However, even in this futuristic world, George still got dressed every morning and left his house of gadgetry to trudge to the office. According to the 2012 Status of Telework in the Federal Government report, roughly 35% of the federal workforce is eligible to telework, but only 11% take advantage. However, that cultural bias against telework is shifting as technology makes it easier to stay connected to colleagues and work-related information. In this report, GovLoop outlines the future of telework in government: Download the PDF Below are some additional resources that were used as part of the research for this report:
The Eight Pillars of Innovation The greatest innovations are the ones we take for granted, like light bulbs, refrigeration and penicillin. But in a world where the miraculous very quickly becomes common-place, how can a company, especially one as big as Google, maintain a spirit of innovation year after year? Nurturing a culture that allows for innovation is the key. As we’ve grown to over 26,000 employees in more than 60 offices, we’ve worked hard to maintain the unique spirit that characterized Google way back when I joined as employee #16. At that time I was Head of Marketing (a group of one), and over the past decade I’ve been lucky enough to work on a wide range of products. What’s different is that, even as we dream up what’s next, we face the classic innovator’s dilemma: should we invest in brand new products, or should we improve existing ones? Have a mission that matters Work can be more than a job when it stands for something you care about. Think big but start small The best part of working on the web?
Ratchet effect Ratchet effect in sociology: "Ratchet effects refer to the tendency for central controllers to base next year's targets on last year's performance, meaning that managers who expect still to be in place in the next target period have a perverse incentive not to exceed targets even if they could easily do". (Bevan and Hood 2006, p.521) Examples[edit] Famine cycle Garrett Hardin, a biologist and environmentalist, used the phrase to describe how food aid keeps people alive who would otherwise die in a famine. Governance Production strategy The ratchet effect can denote an economic strategy arising in an environment where incentive depends on both current and past production, such as in a competitive industry employing piece rates. Game theory The ratchet effect is central to the mathematical Parrondo's paradox. Cultural anthropology Application in economics[edit] Consumer products[edit] The ratchet effect can be seen in long-term trends in the production of many consumer goods. See also[edit]
10 Tips for Better Team Work Question: Tips for Better Team Work? Answer: Have you ever wondered how some work groups exhibit effective team work and others remain dysfunctional for the life of the team? Effective team work is both profoundly simple and difficult at the same time. The factors that affect success in team work occur both within the team itself and in the work environment in which the team must function. These ten tips describe the environment that must occur within the team for successful team work to take place. Keys to Successful Team Work The team understands the goals and is committed to attaining them. If a team can get these ten factors right, success and a rewarding sense of team work will follow. More Team FAQs More About Team Work Human Resource Management Glossary Index:
Twelve Tips for Team Building: How to Build Successful Work Teams People in every workplace talk about building the team, working as a team, and my team, but few understand how to create the experience of team work or how to develop an effective team. Belonging to a team, in the broadest sense, is a result of feeling part of something larger than yourself. It has a lot to do with your understanding of the mission or objectives of your organization. In a team-oriented environment, you contribute to the overall success of the organization. You need to differentiate this overall sense of teamwork from the task of developing an effective intact team that is formed to accomplish a specific goal. This is why so many team building seminars, meetings, retreats and activities are deemed failures by their participants. Twelve Cs for Team Building Executives, managers and organization staff members universally explore ways to improve business results and profitability. Read more about Commitment in Team Building. More of This Article
Agglomeration Economies Agglomeration economies are a powerful force that help explain the advantages of the "clustering effect" of many activities ranging from retailing to transport terminals. There are three major categories of agglomeration economies: Urbanization economies. Benefits derived from the agglomeration of population, namely common infrastructures (e.g. utilities or public transit), the availability and diversity of labor and market size. On the above figure, three activities (P,Q and R) having their respective locational constraints can benefit from agglomeration economies if they locate at A. How to set up Trello board for Scrum | Agile and ALM In the past, I’ve written about how to use Trello for agile task tracking, and also about some tools that allow you to use Trello for Scrum. Recently I started up a little side project for a personal application I wanted to write, and I decided to run the project using Trello and Scrum for Trello as my task tracking tools. In this post, I’d like to walk you through the process of how to configure a Trello board to run a Scrum-like process. The Board The first step in configuring Trello is to set up your Lists on the board. Sample Trello Board configured for Scrum. The screenshot provided here is from a personal project (Project Loki) where I am running a one-man scrum team. Product Backlog: This is where all the stories start. You may need multiple Done columns if you want to track which Sprints your work was completed in. The User Story User Stories are captured in Trello as a Card. Example Trello Card with Story details. Scaling Up What’s Next? Like this: Like Loading...