innovation
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Artificial intelligence, accountability, and authenticity: knowledge production and power in global health crisis
I know and appreciate Joseph, a Kenyan health leader from Murang’a County, for years of diligent leadership and contributions as a Scholar of The Geneva Learning Foundation (TGLF). Recently, he began submitting AI-generated responses to Teach to Reach Questions that were meant to elicit narratives grounded in his personal experience. Seemingly unrelated to this, OpenAI just…
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Global Health Otherwise interviews Reda Sadki
Global Health Otherwise (GHO), an informal network spearheaded by Dr Luchuo Engelbert Bain, aims to “critically dissect the meanings of decolonization of global health practice, research, and funding”. GHO spoke to The Geneva Learning Foundation’s Reda Sadki. Please tell us about yourself and your area of specialization in global health I am the founder and…
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Why become a Teach to Reach Partner?
We need new ways to tackle global health challenges that impact local communities. It is obvious that technology alone is not enough. We need human ingenuity, collaboration, and the ability to share across borders and boundaries. That is why I am excited about Teach to Reach. Imagine if we could tap into the collective intelligence…
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Hot fudge sundae
Through their research on informal and incidental learning in the workplace, Karen Watkins and Victoria Marsick have produced one of the strongest evidence-based framework on how to strengthen learning culture to drive performance. Here, Karen Watkins shares an anecdote from a study of learning culture in which two teams from the same company both engaged…
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Skunk Works: 14 rules to live and die by
Lockheed’s Skunk Works may be one of the earliest models for sustaining innovation inside an organization – never mind the nefarious mission of making flying machines to kill people. These are the basic operations rules enunciated by founder Kelly Johnson in 1954, as cited in his successor Ben Rich’s book: Source: Ben R. Rich and Leo Janos. Skunk Works: A…
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What does it mean to broker knowledge in a network?
Our network function requires that we interact with the network. We observe profound changes in the nature of knowledge, how it circulates, and this affects how we work (learn). Members in the network, too, have changed. We struggle to keep up with and adapt to these changes. In working with them, we prioritize results against…
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Emergencies kill learning habits
We recognize that large-scale, complex emergencies have a dramatic impact on many aspects of our work, including what and how we learn. Some may feel, based on experience, that emergencies kill learning habits. We put everything on hold – including the things we do to stay current – to focus on the emergency response. However, the disruptive…
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Making humanitarians
The industry to tackle growing humanitarian and development challenges has expanded rapidly since the mid 1990s, but not nearly as fast as the scope and scale of the problems have spiraled. Professionalization was therefore correctly identified as a major challenge of its own, with over a decade of research led by Catherine Russ and others clearing the rubble…
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Complexity and scale in learning: a quantum leap to sustainability
This is my presentation on 19 June 2014 at the Scaling corporate learning online symposium organized by George Siemens and hosted by Corp U.
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A question of such immense and worldwide importance
Scale: Predictions over the impact of climate change and globalization suggest that we will see more frequent disasters in a greater number of countries, along with more civil unrest in those states less able to cope with this rapidly changing environment, all generating a greater demand for humanitarian and development assistance (cf. Walker, P., Russ, C.,…
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