Gender in emergencies

Gender in emergencies: a new peer learning programme from The Geneva Learning Foundation

Reda SadkiGlobal health, Leadership

This is a critical moment for work on gender in emergencies. Across the humanitarian sector, we are witnessing a coordinated backlash. Decades of progress are threatened by targeted funding cuts, the erasure of essential research and tools, and a political climate that seeks to silence our work. Many dedicated practitioners feel isolated and that their work is being devalued. This is not a time for silence. It is a time for solidarity and for finding resilient ways to sustain our practice. In this spirit, The Geneva Learning Foundation is pleased to announce the new Certificate peer learning programme for gender in emergencies. We offer this programme to build upon the decades of vital work by countless practitioners and activists, seeing our role as one of contribution to the collective effort of all who continue to champion gender equality in emergencies. Learn more and request your invitation to the programme and its first …

The crisis in scientific publishing from AI fraud to epistemic justice

The crisis in scientific publishing: from AI fraud to epistemic justice

Reda SadkiGlobal health, Leadership

There is a crisis in scientific publishing. Science is haunted. In early 2024, one major publisher retracted hundreds of scientific papers. Most were not the work of hurried researchers, but of ghosts—digital phantoms generated by artificial intelligence. Featuring nonsensical diagrams and fabricated data, they had sailed through the gates of peer review. This spectre of AI-driven fraud is not only a new technological threat. It is also a symptom of a pre-existing disease. For years, organized networks have profited from inserting fake papers into the scholarly record. It seems that scientific publishing’s peer review process, intended to seek truth, cannot even tell the real from the fake. These failures are not just academic embarrassments. In fields like global health, where knowledge means the difference between life and death, we can no longer afford to ignore them. Indeed, the crisis in scientific journals is not, at its heart, a crisis in …

Remembering Joseph Ngugi

From Murang’a to the world: remembering Joseph Ngugi, champion of peer learning for community health

Reda SadkiGlobal health, Leadership

“What keeps me going now is the excitement of the clients who receive the service and the sad faces of those clients who need the services and cannot get them.” Joseph Mbari Ngugi shared these words on May 30, 2023, capturing the profound empathy and dedication that defined his life’s work. This commitment to serving those most in need—and his deep awareness of those still unreached—characterized not only his career as a senior community health officer and public health specialist in Kenya’s Murang’a County, but also his extraordinary five-year journey through the Geneva Learning Foundation’s most rigorous learning programmes. It was the morning of the first day of August, 2025. The message from his daughter was simple and devastating: “Hello this is Wanjiru Mbari Ngugi’s Daughter. I am the one currently with his phone. This is to inform you that Dad passed away this morning.” Joseph’s passing represents more than …

What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations?

What is the relationship between leadership and performance?

Reda SadkiGlobal health, Leadership, Theory

In their article “What Have We Learned That Is Critical in Understanding Leadership Perceptions and Leader-Performance Relations?”, Robert G. Lord and Jessica E. Dinh review research on leadership perceptions and performance, and provide research-based principles that can provide new directions for future leadership theory and research. What is leadership?  Leadership is tricky to define. The authors state: “Leadership is an art that has significant impact on individuals, groups, organizations, and societies”. It is not just about one person telling everyone else what to do. Leadership happens in the connections between people – it is something that grows between a leader and followers, almost like a partnership. And it usually does not involve just one leader either. There can be leadership shared across a whole team or organization. The big question is: how does all this connecting and partnering actually get a team to perform well? That is what researchers are …

The capability trap

The capability trap: Nobody ever gets credit for fixing problems that never happened

Reda SadkiLeadership, Learning strategy

Here is a summary of the key points about the capability trap, from the article “Nobody ever gets credit for fixing problems that never happened: creating and sustaining process improvement”. What is the capability trap? Core causal loops The capability trap The “capability trap” refers to the downward spiral organizations can get caught in, where attempting to boost performance by pressuring people to “work harder” actually erodes process capability over time. This trap works through a few key mechanisms: Key takeaway for learning leaders Learning leaders must understand the systemic traps identified in the article that underly failed improvement initiatives and facilitate mental model shifts. This help build sustainable, effective learning programs to be realized through productive capability-enhancing cycles. Key takeaway for immunization leaders It is reasonable to hypothesize that poor health worker performance is a symptom rather than the cause of poor immunization programme performance. Short-term decisions, often responding …

Towards reimagined technical assistance Thinking beyond the current policy options

Towards reimagined technical assistance: thinking beyond the current policy options

Reda SadkiGlobal health, Leadership

In the article “Towards reimagined technical assistance: the current policy options and opportunities for change”, Alexandra Nastase and her colleagues argues that technical assistance should be framed as a policy option for governments. It outlines different models of technical assistance: Governments may choose from this spectrum of roles for technical advisers in designing assistance programs based on the objectives, limitations, and tradeoffs involved with each approach: “The most common fallacy is to expect every type of technical assistance to lead to capacity development. We do not believe that is the case. Suppose governments choose to use externals to do the work and replace government functions. In that case, it is not realistic to expect that it will build a capability to do the work independently of consultants.” Furthermore, technical assistance should be designed through “meaningful and equal dialogue between governments and funders” to ensure it focuses on core issues and …

quandary

Listen to the Eighth Dialogue for Learning and Leadership

Reda SadkiLeadership, Writing

Discover the leadership journeys of two remarkable learning leaders Every episode is different, drawing on the life experiences of Key Contributors and of listeners. As a listener, you can become a Contributor by sharing your own learning and leadership challenge – and what you are doing about it. Share your challenge… In the Eighth Dialogue, Karen E. Watkins and I were joined for the first time by Key Contributors Iris Isip-Tan and digital higher education strategist Keith Hampson. In Part 1 of the Dialogue – before deep-diving into the Metaverse – we explored: On the Metaverse and its significance for learning leaders In Part 2, we shifted our attention to the Metaverse, following Mark Zuckerberg‘s announcement that he is betting his company’s future on it. Here is how Marne Levine, Facebook’s chief business officer, described her vision for learning: “In the Metaverse, learning won’t feel like anything we’ve learned before. With a headset or glasses, you’ll be able to pull up …

Listen to the seventh TGLF Dialogue on learning, leadership, and impact

Reda SadkiLeadership, Writing

Every episode is different, drawing on the life experiences of Key Contributors and of listeners who become contributors by sharing their own learning and leadership challenges – and what they are doing about them. For this Seventh Dialogue for Learning & Leadership, recorded on 26 September 2021, we have around our table for the first time three new Key Contributors. Victoria J. Marsick, PhD, is a professor of Adult and Organizational Learning in the Department of Organization & Leadership, Teachers College, Columbia University. Prior to joining Teachers College, she was a training director at the United Nations Children’s Fund. Dorothy Marcic went, she says, “from Footnotes to Footlights”. She quit academia and a regular paycheck to become a full-time playwright. She wrote two hit musicals, RESPECT, which has played 2800 performances in 72 cities and SISTAS, currently playing Off-Broadway in New York City for over six years. Nabanita De‘s full-time occupation is …

Listen to the sixth TGLF Dialogue on learning, leadership, and impact

Reda SadkiLeadership, Writing

In this sixth Dialogue for learning, leadership, and impact on 29 August 2021, Reda Sadki and Karen E. Watkins explore: Is there a meaningful difference between change and transformation? Key Contributor Aliki Nicolaides believes that there is. She has just completed editing the new Palgrave Handbook of Learning for Transformation, a collection of more than 1,100 pages of research, thinking, and practice, exploring a more complex and deeper inquiry into the “Why of transformation.” We talk to Australian communications guru Mike Hanley about how he learned to survive, adapt, and lead an organization’s communications in a world where, he says, “everything changes, in real time, as the digital media environment shifts with technology, trends and events.” Tari Dawson is a doctor and teacher of medicine in Nigeria. She shares her leadership journey, revisiting a time during the HIV pandemic when she had to make difficult decisions to reshape an organization – and discovered that change is “a process, not a procedure.” …

Listen to the fifth TGLF Dialogue on learning, leadership, and impact

Reda SadkiLeadership, Writing

Welcome to this fifth episode of the Geneva Learning Foundation’s Dialogue for Learning, Leadership, and Impact, recorded on 25 July 2021. First of all, with my Co-Convenor Karen E. Watkins, I want to thank the Contributors who have brought this Dialogue to life. There are many venues where leadership and learning are discussed. I do not know of another one quite like this one, focused on practitioners from everywhere working on everything, fusing theory and research with practice, and dedicated to exploration with no rigid institutional or disciplinary boundaries. Bill Wiggenhorn, the legendary founder of Motorola University, is with us tonight for the first time. The other Key Contributors for this episode are: Katiuscia Fara, Bill Gardner, and Esther Wojcicki. Charlotte Mbuh, Emmanuel Musa, and Min Zha shared their leadership journeys. Other Contributors included: Esther Dheve Djissa, Joseph Ngugi, Joyce Muriithi, Morufu Olalekan Raimi, Muhammad Umar Sadkwa, and Ritha Willilo. …