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KM for Conflict & Change Management
There is a wealth of know-how in Africa about how conflict and change can be mediated and managed in creative ways to the benefit of all. The KM, Conflict & Change SIG provides a space to discuss approaches to Conflict Management, Change Management and the management of post-conflict scenarios, particularly in an African context. Here we combine cutting-edge knowledge with ancient approaches and stories that can be usefully applied in a wide range of situations. In addition to exploring some unusual and very African approaches, we also look at continental efforts by NEPAD, the UN and the AU to ameliorate conflict.
There is a consensus that the global economy has evolved from being predominantly industrial to an information society. The world today is characterised by an escalation of information produced every day, availed in various formats, of different opinion and from diverse originators. The information explosion is in direct response to an increasing demand for information as man incessantly appreciates the need for the commodity to provide solutions to daily challenges. The global village, as it is now referred to, has also fallen victim to an escalating growth in procedures used in gathering, processing, communicating and storing information in personal, educational, business and social life. The persistence of information explosion and the dominance of information technology have necessitated an urgent need for dynamic and competent information professionals with the mental alacrity and enthusiasm to avail relevant and adequate information promptly.
Submitted by Farai Mutindindi on 2 March 2013 - 1:20pm.
28 Feb 2013 - 8:30am
Presented by KMAfrica.com KM Practitioners Group – firstname.lastname@example.org
This ½ day session is designed to create and share knowledge among participants about facilitation techniques useful in KM projects. Participants will lead the way questioning, sharing and testing techniques of group engagement and animation. Particularly we'll focus on:
Submitted by KMAadmin on 6 February 2013 - 6:53am.
The Social and Behavior Change Communication (SBCC) Capacity Assessment Tool was developed for use in workshop and meeting venues in which an organization and a facilitiator work to determine an organization's competencies to carry out SBCC programming in three areas:
A facilitator administers the tool to members of an organization and provides the scoring along with feedback, which serves as a baseline and identifies the gaps in the organization that require strengthening. The same tool can be administered at a later point to provide data that shows improvements in specific competencies and where additional work still remains.
Submitted by carol on 22 December 2011 - 8:49am. categories [ ]
THE FUTURE OF HUMAN, NATURE and KNOWLEDGE
“We are not human beings on a spiritual journey. We are spiritual beings on a human journey.” - Stephen Covey
? Therefore, on redefining Knowledge :
Submitted by Md Santo on 19 May 2011 - 12:57am. categories [ ]
Ten Landmarks Toward Next Generation Knowledge Management
KNOWLEDGE 'R' US (not KNOWLEDGE 'R' OURS)
Submitted by Md Santo on 24 April 2011 - 9:29am. categories [ ]
Please visit our blog and let us know what you think of this contribution - hoping we can help stimulate conversation on KM practice in Africa.
Hope to connect with people in this forum, please feel free to get in touch: David@theknowledgecore.com
Submitted by David K-Cubed on 11 April 2011 - 9:27am. categories [ ]
The world today is faced with several challenges like the economic recession, climatic change, disease outbreaks, increased organized crime, information explosion, and uncontrolled migration. Like any other calamity, the harsh effects are mostly felt by the vulnerable third world states. Zimbabwe, coming out of an economic crisis characterized by record inflation, high unemployment, heavy brain drain and a large reduction in the Gross Domestic Product, has plenty to do with regards to enhancing the recovery path and rejuvenating the economy. With the Unity government having managed to tame the legendary inflation and the economy expected to grow, focus is now on which sectors of development should be prioritized over others given a background of an economy thriving on limited resources.
Submitted by Farai Mutindindi on 25 August 2010 - 12:08pm.
This framework teaching model evolved from the curriculum development workshop ‘Developing Teaching Resources on the Nonviolent Transformation of Conflict’, held in response to requests from academicians and leaders of non-governmental organisations (NGOs) after visits by faculty and staff of the University for Peace (UPEACE) Africa Programme in 2002. The University of Natal’s Conflict Resolution and Peace Studies Programme hosted the workshop in Durban, South Africa, 27–31 October 2003. Its sponsors included the University for Peace, affiliated with the UN, and the Norwegian Agency for Development Cooperation (NORAD). It was the first of a series of activities aimed at developing materials and an institutional network for peace and conflict studies programmes throughout Africa. The forty-three conference participants included scholars and
Submitted by KMAadmin on 25 May 2010 - 11:08am. categories [ ]
Will Knowledge ‘R’ us (not “Knowlege 'R' ours”) shape the future of knowledge and KM?
By : Dr Md Santo – http://mobeeknowledge.ning.com
Submitted by Md Santo on 9 April 2010 - 4:04pm. categories [ ]
The United Nations Department of Economic and Social Affairs highlights the issue of how to reconstruct public administration in post-conflict situations so as to enable it to promote peace and development in countries that have been affected by civil war and destruction.
Countries emerging from conflict situations are almost always plagued by social upheaval, damaged infrastructure, reduced productive capacity, severe revenue shortfalls, seriously weakened human resources and greatly diminished security.
Submitted by KMAadmin on 30 March 2010 - 8:49am. categories [ ]
The following story was developed for an Africa healthcare organisation in order to give people a picture of “where we are” following interviews conducted in the discovery phase of a change project. The story is designed as a point of feedback and reflection and is deliberately left as a cliff-hanger in the African storytelling tradition; what happens next is dependent on the listeners who are challenged to tell the rest of the story. In old Africa, these stories are called African Dilemma Tales. Such stories may be allegorical – many of the things described may not actually have happened and the characters might not be real. The story is designed to create a shared understanding that we are all involved in a process and that our values, attitudes and beliefs create the experience of the complex system we call an organisation. The story also allows us to talk about complex realities in a new way.
Submitted by storytelling on 26 February 2010 - 10:39am. categories [ ]
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GLOBAL KNOWLEDGE TOWARDS 2012 or “CONTINUUM OF PHYSICAL REALITY WITH KNOWLEDGE AND BEYOND : GREAT TURNING FROM MIND BRAIN TO CONSCIOUSNESS DNA” (see the Attachment) showing global trends towards 2012 in which the domain of Knowledge evolved in continuum universe as emergent behavior within human body as complex (adpative) system, having consciousness and free will (mind and value) as well as behaving dynamically as subject
A brief description about the sentence ..."After Singularity between Human Mind and Technology reaching its peak (in 2012 ?)"... :
Submitted by Md Santo on 3 December 2009 - 3:40am. categories [ ]
KM professionals and facilitators need to understand and appreciate the role and power of questions in knowledge work. Further, we need to be able to apply questions in order to create and discover knowledge. There are some compelling reasons for this including:
Submitted by storytelling on 28 October 2009 - 11:32am. categories [ ]
Author : Shastry Njeru, Midlands State University, P. Bag 9055, Gweru, Zimbabwe
Submitted by storytelling on 6 October 2009 - 11:20am. categories [ ]
The management of knowledge: best practices learned from the people of the Great Lakes region of Africa
Author: Dr Andreas Gerhardus (Dries) Velthuizen
Organizational Affiliation: Centre for African Renaissance Studies, University of South Africa (Academic Associate)
Contact Details: email@example.com - Mobile: +27834736478
Submitted by DriesVelt on 20 September 2009 - 3:13pm. categories [ ]
Climate change presents humanity with its largest challenge in recorded history. Its predicted eff ects over the coming decades include extreme weather events, droughts, fl ooding, rising sea levels that could affect countries such as Nigeria and Mozambique, retreating glaciers (although not in Africa, but with global impact), changes in habitats and increased spread of life-threatening diseases such as malaria.
Little concrete analysis has been published on the relationship between climate change and conflict, however, and even less on the potential role that population growth plays in intensifying that pressure.
Submitted by carol on 14 September 2009 - 1:27pm. categories [ ]
Author : Dr Michele Ruiters (DBSA, Research Unit)
Submitted by KMAadmin on 7 September 2009 - 8:14am. categories [ ]
Keystone's tools for Impact Planning, Assessment and Learning (IPAL) help social purpose organizations to plan, monitor, evaluate and communicate their work in a way that is deeply sensitive to the complexity of social systems and change processes. IPAL focuses on the contribution organizations make to achieving sustainable developmental outcomes in complex systems. It fosters accountable learning relationships among key constituents of change processes (funders, implementers and those most affected) in which each learns to contribute optimally to incremental and sustainable impact over time.
Submitted by carol on 31 August 2009 - 8:42am. categories [ ]
This Operational Guidance on the Engagement of Indigenous Peoples and Other Forest Dependent Communities is intended to inform the design, implementation, monitoring and evaluation of the United Nations Collaborative Programme on Reducing Emissions from Deforestation and Forest Degradation in Developing Countries (UN REDD Programme) activities at the global and national level.
The Guidance provides background and context on the inclusion of Indigenous Peoples in UN programmes and activities, identifies the guiding principles in order to respect and support the rights of Indigenous Peoples and other forest dependent
Submitted by carol on 28 August 2009 - 11:36am. categories [ ]
This Handbook sets forth standards for the integration of gender issues from the outset of a new complex emergency or disaster, so that humanitarian services provided neither exacerbate nor inadvertently put people at risk; reach their target audience; and have maximum positive impact.
Submitted by carol on 24 August 2009 - 10:54am. categories [ ]
Dr. Arun Gandhi, grandson of Mahatma Gandhi and founder of the M.K.Gandhi Institute for Nonviolence, in a lecture at the University of Puerto Rico, shared the following story:
Submitted by storytelling on 31 July 2009 - 3:40pm. categories [ ]
Mikhail Mikhailovich Bakhtin (1895-1975) was a Russian philosopher, critic and scholar who wrote many influential works of literary theory and criticism. His works, dealing with a variety of subjects, have inspired groups of thinkers who have incorporated Bakhtinian ideas into theories of their own. These thoughts on language use are particularly interesting in Change Management and Conflict Management and include:
Submitted by KMAadmin on 30 July 2009 - 1:56pm. categories [ ]
Stories are vitally important in times of change – they bring a sense of meaning and purpose to the human experience. Stories contain elements that enable us to 'travel forward in hope', even if we don't like our fellow travellers. Clearly managing the story of 'what is going on' is vitally important in situations of conflict and change. This is because people resort to violence and brutality when the story collapses. In change and transformation management, the work of the storyteller may include:
Submitted by KMAadmin on 30 July 2009 - 1:12pm. categories [ ]
In terms of aggressive behaviours, one could imagine a continuum between Active Aggression (which includes violence & brutality) and Passive Aggression. Passive-aggressive behaviour refers to passive, sometimes obstructionist resistance to authoritative instructions in interpersonal or occupational situations. Sometimes a method of dealing with stress or frustration, it results in the person attacking other people in subtle, indirect, and seemingly passive ways. It can manifest itself as resentment, stubbornness, procrastination, sullenness, or intentional failure at doing requested tasks. For example, someone who is passive-aggressive might take so long to get ready for a party they do not wish to attend, that the party is nearly over by the time they arrive.
Submitted by KMAadmin on 22 July 2009 - 4:51pm. categories [ ]
When most of us were at school failure was seen as something that was negative, should be avoided and often worth punishment. And yet most learning theorists agree that it is only through failure that we really learn – as opposed to just memorising. Failure is useful when it helps us critically appraise our own performance. This is evaluation is an example of feedback. A simple way to think of feedback is experiencing the output of your own performance as a new input.
Students of psychology and education are becoming increasingly aware of the vital role that feedback plays in how we learn. All complex systems (like your body, your organisation, your family, your community) change their behaviour or learn through feedback - even if this means weaving in and out of the best path (like Wiener’s boat example) rather than sticking to the best path in any strict way.
Submitted by storytelling on 14 July 2009 - 4:02pm. categories [ ]
A paradigm is a self-consistent set of ideas and beliefs which acts as a filter, influencing how we perceive and make sense of the world. The way in which we often structure our organisations is based on the model of a Egyptian pyramid and is an example of a paradigm. Other examples of paradigms include – how to make bread, what a bed looks like, the characteristics of a chair that lend the idea of “chairness”, the general features of a ship or an aircraft and so on. The term was first used by Thomas Kuhn in “the structure of scientific revolutions” (1962) to describe the the impact of change within the ruling theory of science when fundamental assumptions changed. Kuhn argued that the history of science is not a linear and continuous assimilation of facts but rather a number of revolutions in which new paradigms or new ways of seeing the world, entirely replace the old. Some of his conclusions include:
Submitted by storytelling on 14 July 2009 - 1:54pm. categories [ ]
While we all know something about power, working in conflict or change management requires a clear understanding of power and how to decode and understand it. So what is power really and how is it constructed? Our world identifies certain individuals as 'having power' and then proceeds to make them more powerful by talking about them in the media. Politicians, high profile business leaders, characters from the entertainment industry and those frequently in the public eye are often said to examples of ‘powerful people’.
A useful way of decoding any phenomenon is to go beyond the 'what is it?' question and rather look at 'what does it do?'. In organisations, power can do many things. It can speed things up, slow things down, alter trajectory, transform our understanding of ‘what is going on’ and divert attention to something altogether different. We each have some measure of power and your position of power could be defined by:
Submitted by eugenie on 14 July 2009 - 11:01am. categories [ ]
We can tell you a lot about our little enterprise and what we do. But rather google to Soekershof to find out via diverse angles or for a brief overview Soekershof Website
We are dealing with 2 issues:
Submitted by soekershof on 13 July 2009 - 11:16am. categories [ ]
This Knowledge Management Toolkit for the CPR Practice Area was prepared by UNDP’s Bureau for Crisis Prevention and Recovery in response to requests from members of the Crisis Prevention and Recovery Practice Network for guidance on knowledge management tools and techniques. This toolkit aims to explain the theory and outline the tools used in knowledge management for UNDP staff working in crisis and post-crisis situations. It is targeted at both BCPR staff and members of the wider Crisis Prevention and Recovery (CPR) Practice Area within UNDP. However, many of the suggestions given here are not strictly CPR-specific and can be applied to knowledge management in other UNDP Practice Areas.
Submitted by KMAadmin on 13 July 2009 - 9:09am. categories [ ]
SOWETO analysis adds two critical categories to the traditional SWOT analysis and helps ask a powerful guilding question; So Where To Now? SWOT analysis is a strategic planning tool used to evaluate the Strengths, Weaknesses, Opportunities, and Threats involved in a project or in any other situation of an organization requiring a decision in pursuit of an objective. It involves monitoring the environment of the organization with the aim to identify the key internal and external factors that are important to achieving the objectives. It can be used to develop a plan that takes into considerations many different factors and maximizes the potential of the strengths and opportunities while minimizing the impact of the weaknesses and threats. The SOWETO analysis adds Outcomes and Environment to the matrix.
Submitted by storytelling on 9 July 2009 - 11:36am. categories [ ]
Open Space Technology (sometimes called Open Space) is a self-organizing practice that allows diverse people in any kind of organization to create meetings and events with a difference. It is known to stimulate positive energies and achieve useful, well-documented results. Participants of an open space event create and manage their own agenda of parallel working sessions around a central theme of strategic importance. By inviting people to take ownership and responsibility for what they care about it stimulates the emergence of the inherent creativity and leadership in people, establishes an ideas marketplace of reflection and learning. The technique can be used to work with groups - some say between 5 to 800 people, for events of two hours to several days. It works best when work to be done is complex, the people and ideas involved are diverse, the passion for resolution (and potential for conflict) are high, and time is very limited.
Submitted by KMAadmin on 9 July 2009 - 11:06am. categories [ ]
An overview of conflict using African conflict resolution initiatives as a case study of KM for conflict resolution, revealed that the methods used by African institutions are not adequate to manage knowledge to eradicate the causes of conflict, provide early warning of conflict, or produce a synthetic knowledge product for wise decisions and successful actions. However, the literature alerted the researcher to a few important themes related to the research problem that will serve as focus for field research to learn additional KM principles and practices that could be applied to conflict resolution. The following themes were identified to investigate how knowledge of Africa should be managed to promote positive outcomes for Africa:
Submitted by DriesVelt on 8 July 2009 - 11:43am. categories [ ]
Based on the work of Abraham H.Maslow, here are some of the words and phrases that could be used by leadership and management in a conflict situation to suggest positive approaches to dealing with conflict:
Submitted by eugenie on 6 July 2009 - 2:20pm. categories [ ]
Stress is unique to each one of us – it is an internally generated response to what we think is going on. Stress also often accompanies situations of conflict. If you feel stressed and worry about how you will manage to continue feeling stressed, try practising the following clinically proven methods:
Submitted by storytelling on 6 July 2009 - 1:20pm. categories [ ]
A clear understanding of the strategies and tactics available in conflict situations is vital for both facilitators and participants in conflict. The ability to engage conflict in a proactive, measured and rational way is vital in helping achieve your objectives, and so it is important to understand some of the available strategies and tactics beforehand:
Submitted by storytelling on 30 June 2009 - 1:11pm. categories [ ]
The following factors may be causes or complicating factors of conflict:
Behaviors that may cause/complicate conflict
Submitted by storytelling on 29 June 2009 - 12:07pm. categories [ ]
The premise of conflict prevention is that conflict can be averted through the building of trust between role players, coalition formation and negotiated settlements. Conflict prevention mechanisms must be in place, supported by early warning and risk assessment systems. Perhaps the most important integrated project for creating a peaceful and secure environment for African development is the establishment of a CEWS of the AU. According to the Protocol of the Peace and Security Council (PSC), timely information collected through a CEWS will be used by the Peace and Security Council on potential conflicts and threats to peace and security in Africa. The CEWS will be linked to regional situation rooms. Decisions on the best course of action will be based on this intelligence, and should preventive diplomacy fail, peacekeepers may be deployed to prevent violence.
Submitted by DriesVelt on 29 June 2009 - 9:23am. categories [ ]
The vision of the AU is based on a united and strong Africa and on the need to build a partnership between governments and all segments of civil society in order to strengthen solidarity and cohesion among the peoples of Africa. As a continental organisation, it focuses on the promotion of peace, security and stability on the continent as a prerequisite for the implementation of the development and integration agenda. African leaders should therefore be held accountable by the people of Africa to deal vigorously and effectively with conflict resolution and the implementation of good governance principles. (Venter 2005, 139).
Submitted by DriesVelt on 29 June 2009 - 9:07am. categories [ ]
This overview attempts to present useful key ideas necessary for the development of a community animation model in language that is clear and empowering in such a way that it emphases the application of Know-How. The structure as presented here draws together experiences from using the following models in an African context: Isivivane for Change and Transformation (Banhegyi 2001-2007) Isivivane . Additionally, the model draws inspiration from models developed by Walsh & Ungson (1991), Collison & Parcell (1998), Nonake & Takeuchi (1995) in that it emphasises the cultural context, group dynamics and linkages between participants. The approach stimulates a community into action and provides a basic know-how useful in the design and support of a sustainable system and guides a user through that which needs to be done in order to attain success.
Submitted by storytelling on 27 June 2009 - 11:28am. categories [ ]
If you are new to social media and are still exploring the area, here are 4 steps to help you get the best out of it:
Submitted by KMAadmin on 13 June 2009 - 8:09am. categories [ ]
While there are a number of models available for practitioners of KM to help implement KM projects, few models have tried to deconstruct KM itself and how it works. Understanding a complex dynamic is often best done by adopting a metaphor; a good metaphor can go a long way and serve you well in understanding a complex system.
Based on “Gameplaying in corporate” by Steve Banhegyi ISBN 978-0-9802550-4-1 (c) 2004-2009 - original article on trans4mation blog
Further information about this model and its various media derivatives is available on www.isivivane.com
A reminder about metaphors
Submitted by KMAadmin on 5 June 2009 - 9:48am. categories [ ]
Submitted by KMAadmin on 7 July 2009 - 2:26pm. categories [ ]