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Building Commitment to Reform Through Strategic Communication: The Five Key Decisions
Key Guidance

Cecilia Cabañero-Verzosa, Helen Garcia

Washington, DC: World Bank (2009), xiii, 133 pp.

"The Five Communication Management Decision Tool helps reformers and their teams develop a framework for their communication strategies. This decision tool helps managers see change initiatives through the eyes of those who will be affected by the reforms. When the decision tool is used in the early ... more

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Wissensmanagement-Brevier für Projektleiter und andere Entscheidungsträger: Aus Erfahrung klüger werden

Jan Schwaab

Eschborn: Deutsche Gesellschaft für technische Zusammenarbeit (GTZ), 2nd ed. (2009), 32 pp.

"Dieses Handbuch fasst die wichtigsten Schritte und Entscheidungen zusammen, die für ein gutes Wissensmanagement getroffen werden sollten. Es richtet sich an TZ-Vorhaben und ihre Partnerinstitutionen auf lokaler, regionaler oder zentraler Ebene sowie an die Organisatoren von Netzwerken. Das Handbuc ... more

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Community Radio Organization Development Guidebook
Key Guidance

Raghu Mainali, Yadab Chapagain, Bikram Subba

Kathmandu: Nepal Forum of Environmental Journalists (NEFEJ) Community Radio Support Center (CRSC) (2009), 292 pp.

"This guidebook offers instructions for strengthening the organisation of community radio stations, in order to improve their effectiveness and efficiency. The all-embracing essentials of community radio station management, ie, governance and programme/financial/technical management, are discussed i ... more

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Faith-Based Organisational Development (OD) with Churches in Malawi

Rick James

International NGO Training and Research Centre (INTRAC) (2009), 10 pp.

"Church-based development organisations are distinct from secular NGOs. They have particular organisational features. These are the source of their potential value added, but also their major challenges. Good organisation development (OD) needs to be tailored to these specific contextual characteris ... more

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Knowledge Management for Project Managers and Other Decision-Makers: Learning from Experience

Jan Schwaab

Eschborn: Deutsche Gesellschaft für technische Zusammenarbeit (GTZ), 2nd ed. (2009), 28 pp.

"This manual summarises the most important steps and decisions that need to be taken for good knowledge management. It is aimed at TC projects and their partner institutions at local, regional and central level, and at network organisers. The manual is no substitute for a coherent knowledge manageme ... more

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Capacity Works: The Management Model for Sustainable Development

Eschborn: Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ) (2009), iii, 289 pp.

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Systems Concepts in Action: A Practitioner's Toolkit

Bob Williams, Richard Hummelbrunner

Stanford, Calif.: Stanford Business Books (2009), viii, 327 pp.

"Explores the application of systems ideas to investigate, evaluate, and intervene in complex and messy situations. The text serves as a field guide, with each chapter representing a method for describing and analyzing; learning about; or changing and managing a challenge or set of problems. The boo ... more

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GTZ Knowledge Transfer: Guidelines for Debriefing and Preserving Valuable Knowledge and Experience

Jan Schwaab, Carolin Bothe-Tews, Antje Pfeiffer

Eschborn: Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ) (2009), 39 pp.

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Using Training to Build Capacity for Development: An Evaluation of the World Bank's Project-Based and WBI Training

Washington, DC: World Bank (2008), xxiv, 118 pp.

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BCO Impact Assessment Study: The Final Report

David Souter et al.

London: BCO Building Communication Opportunities (2008), 192 pp.

"This report investigates the impact media and ICTs can have on the lives of the poor, based on the experiences of nine donors and NGOs forming part of the "Building Communication Opportunities (BCO)" alliance. It suggests that radio will have the most influence on social and political change where ... more

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Work the net: Un guide de gestion pour les réseaux formels

Urs Karl Egger et al.

Eschborn; Wageningen: Deutsche Gesellschaft für Technische Zusammenarbeit (GTZ); Technical Centre for Agricultural and Rural Cooperation (CTA) (2008), iv, 144 pp.

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Development Through Dialogue: Report of a Research Initiative

Sarah Cummings

Amsterdam: Royal Tropical Institute (KIT) (2008), 65 pp.

"This report covers a research study of Dgroups which took place during September 2006-July 2007. Dgroups is a number of things at the same time: (1) it is a web-based technical platform which supports and provides for the creation and use of discrete e-mail based discussion lists and web workspaces ... that are used to support knowledge networking by people and institutions working in development; (2) it is also the plural name for these online networks, individually known as a dgroup; and (3) it is also a partnership of development organizations who share a commitment to collaboration in development and who are developing a common vision of the need for such a platform and such online groups. The Dgroups platform currently supports 2,308 dgroups and 88,700 individual users (15 July, 2007), but there has not yet been an analysis of the development role of dgroups on a global scale. Many partners and members of the Dgroups Partnership continue to support the platform, not only because of the access to online knowledge networks with which it provides them, but also because of an intuitive understanding of the processes supported by dgroups. The study examines whether and how dgroups: • facilitate the spread of information and knowledge among the actors (individual and institutional) working in the thematic areas of the Millennium Development Goals (MDGs); • facilitate learning processes (individual, social, and organizational learning) in the diverse institutions working in areas related to the MDGs; and • facilitate the bridging of the multitude of ‘knowledge divides’ in development between the North and South, and South-South; between different sorts of institutions (multilateral, bilateral, NGOs, universities, ministries) and professional groups (practitioners, researchers and policymakers); and in terms of language [...] It has been concluded that dgroups facilitate information and knowledge sharing within the subject areas of the Millennium Development Goals (MDGs), and that they also facilitate individual, social and organizational learning within these subject areas. Dgroups also play an important role in bridging the ‘knowledge divides’ between North and South, between different types of institutions, and between different professional groups, as well as crossing the digital divide. An ability to bridge South-South divides and to forge links between different language groups has not been demonstrated. In terms of development impact, Dgroups was found to represent a very cost-effective manner of hosting groups (an average of Euro 60.70 per dgroup per year) and most moderators felt that participation in dgroups was an ‘effective’ use of their time. Dgroups were also found to have had an organizational impact on the way many of the partner and member organizations work. It is argued that Dgroups provides a unique resource: there is nothing comparable within development that facilitates information and knowledge sharing on such a large scale. Finally, some recommendations are made for the future development of Dgroups." (Executive summary) more

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Introduire la perspective d'acteurs dans l'appreciation d'impact: Proposition d'une démarche à l'intention des responsables d'actions de développement

Agnes Lambert, Hédia Hadjaj-Castro

Bruxelles: IRAM; COTA (2008), 60 pp.

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Talking the Walk: A Communication Manual for Partnership Practitioners

Sue McManus, Ros Tennyson

Cambridge: International Business Leaders Forum; Partnering Initiative (TPI) (2008), ii, 110 pp.

"The first seven chapters in Talking theWalk look in detail at the realities of communicating in partnership. As well as narrative, each chapter contains a number of boxes and tables giving examples or “Practitioner Tips”. Near the start of chapter 7 (pages 58-59), you will find a diagram outlin ... more

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Planning, Monitoring and Evaluation in Development Organisations: Sharing training and facilitation experiences

John DeConinck, Khilesh Chaturvedi, Ben Haagsma, Hans Griffioen, Mariecke van der Glas

New Delhi et al.: Sage; Interkerkelijke Organisatie voor Ontwikkelingssamenwerking (icco); Cordaid (2008), xv, 200 pp.

"Planning, monitoring and evaluation (PME) remains a challenge for many development organisations in spite of countless PME workshops, experts and manuals. Yet, we believe that effective PME is essential for organisational survival (and therefore for sustainable development) and that this can be nur ... tured through careful and sensitive PME training and facilitation. We do not propose here a PME manual: our aim in these pages is rather to share some of our real-life experiences as PME facilitators and to offer suggestions to support PME processes, with a focus on civil society organisations. As a group of facilitators who have worked on PME issues in different contexts, we realised that we confronted three common challenges: 1. First, a perception of PME as imposed, ‘technical’ and expensive [...] 2. Second, in terms of PME contents, there is a frequent focus on a particular project, or programme, rather than on the wider organisation, its reason for existence and the broader context in which it operates [...] 3. Third, we see PME support processes that emphasise training workshops which, however well delivered, seldom lead to successful PME application, let alone sustained use. This refl ects the limits of a one-shot method, as opposed to a more process-oriented approach, where PME is about day-to-day activities and attitudes, rather than ‘PME events’. So why this book? While we work in various countries, for different organisations and in different roles, we propose to share experiences that refl ect these common challenges and help to: 1. Embrace a ‘total organisation’ approach to PME, not only rooted in programmes, or projects, but with a wider perspective: that of the ‘total organisation’, with its financial dimension, its environment, its collaborators and competitors, in a context informed by local and national cultures [...] 2. Enhance custom-made PME. We have found that PME support is rarely effective if it is not customised to a particular organisation and its stakeholders [...] 3. Bring PME into daily learning practice so that it becomes part of mental processes within a partner organisation, changing mindsets and attitudes, while refl ecting contexts and capacities." (Pages 3-5) more

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