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Networks as Learning Systems

Posted by Steve Waddell in Learning on March 26, 2015

Most networks have “learning” as an important activity, but I’ve seen no impressive examples of systemic network learning strategies. The International Land Coalition (ILC) has made a big step forward to develop just that, described as its Systematic Knowledge and Learning Approach (SKLA). A couple of years ago ILC’s Annalisa...

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Inter-Organizational Network Learning: Assessment strategies webinars

Posted by Steve Waddell in Blog, Learning on November 27, 2012

For inter-organizational networks, learning is usually a key activity.  This is true for in particular for Global Action Networks (GANs), which are global, multi-stakeholder change networks.  Even activities usually not associated with formal learning, such as meetings, often have learning as a key motivation. Development of learning capacity has been...

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Regulators, Learning, Governance and Networks

Posted by Steve Waddell in Change, Learning on July 9, 2012

A conference for people concerned with regulation was surprisingly interesting.  I went there only because I was invited to speak.  Organized with the European Consortium for Political Research, it was a great example of learning from beyond my usual network. The very title of the event pushed my stereotypes:  Regulation...

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A Key Expertise for Multi-Stakeholder Change Network’s Success

Posted by Steve Waddell in Learning on January 11, 2011

Most multi-stakeholder networks need capacity development support. But I’ve always been highly skeptical of the value of workshops as a capacity development or even learning strategy, when they are not embedded in some sort of real activity. A great article in the latest issue of Capacity.org writes about the need...

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Seven Complexity Implications for Multi-Stakeholder Networks

Posted by Steve Waddell in Communications, Leadership, Learning, M&E on December 21, 2010

Learning to work with complexity is absolutely essential for people working with multi-stakeholder networks.  It’s key to effective leadership, network development, impact measurement, communications, and change strategies.  A multi-stakeholder change network developing all these for a complicated rather than complex system is bound to fail…or at least fall far short...

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