development
Simon Maxwell

Managing think-tanks

  • Strengthening research impact: the LIFT model for leaders and managers

    Strengthening research impact: the LIFT model for leaders and managers

  • Policy relevant research and influence: a climate change teaching case

    Policy relevant research and influence: a climate change teaching case

  • The challenge for global think tanks in 2018

    The challenge for global think tanks in 2018

  • Training Cases on Think-Tank Governance

    Training Cases on Think-Tank Governance

  • How Change Happens

    'How Change Happens' by Duncan Green

  • onthinktanks interview

    Simon recently did an interview with Enrique Mendizabal for the on think tanks web site; part one is here, and part two here

  • Managing Change: New Challenges for Development Research Initiatives and Think - Tanks

    Managing Change: New Challenges for Development Research Initiatives and Think - Tanks

     Do biotech firms, consultancies and other "knowledge businesses" have anything to teach university departments, research institutes and think-tanks?  In particular, can "we" learn from "them" about how to structure research teams and manage researchers in a fast-changing environment?

    These were he questions EADI Directors met to discuss in Copenhagen, in the latest of  seris of workshops on planning for the future and managing change...... for the full text please follow the above link to the EADI website

  • Managing Change in Development Research Institute

    Managing Change in Development Research Institute, EADI Newsletter 2-2008

    Geneva in July was a hot ticket.  That's because it was unusually warm on the street and even warmer in the conference rooms at the EADI General Conference! Thank goodness for a breeze by the lake and a boat trip!

    More seriously, the conference was a hot ticket for many of us because of the quality of the papers and presentations.  This was certainly the case at the one-day workshop n "Planning for the Future and Managing Change in Research Institutes and Think Tanks".  The workshop was intended as a reserved session for Directors, but somehow became open.  No problem, there were many good contributions...... for full article click on the link in the title 

  • Change Management

    EADI Conference 2008, Change ManagementWorkshop Report

    Look around the EADI Community of research institutes and centres, and most of them are run by academics. Look through the in-tray of those individuals, or better the e-mail in-box, and most of what we deal with day-to-day is about finance, people, relationship management, and institutional development. That’s fine, of course. It goes without saying that EADI member institutions are admirably led, without exception, despite or because of the academic background of most of those who end up as Directors. But the range of challenges in the in-box can come as a surprise; and, certainly, the learning curve is steep. Who do we talk to? How do we learn?

  • Planning for the future and managing change in research institutes and think tanks

    Planning for the future and managing change in research institutes and think tanks, EADI Newsletter 1 - 2008

    Look around the EADI community of research institutes and centres, and most of them are run by academics. Look through the in-tray of those individuals, or better the e-mail in-box, and most of what we deal with day-to-day is about finance, people, relationship management and institutional development. That's fine, of course. It goes without saying that EADI member institutions are admirably led, without exception, despite or because of the academic background of most of those who end up as directors. But the range of challenges in the in-box can come as a surprise; and, certainly, the learning curve is steep. Who do we talk to? How do we learn?................. (see link in title for full article)

  • Think Tanks

    Think Tanks’ inDoes Evidence Matter?  An ODIOverseas Development Institute (London) Meeting Series. 2004

    This event, the fifth in the 'Does Evidence Matter?' series, examined think tanks as policy actors. Questions for discussion included: 

    • What role do think tanks play in policy processes?
    • Are they a force for good?
    • Does it matter whether they are independent or not?
    • What's the ideal balance between research and communication?
    • How important is reputation?
  • Organisational Issues in New Forms of Multi-Sectoral Planning

    Organisational Issues in New Forms of Multi-Sectoral Planning, IDSInstitute for Development Studies, Sussex Working Paper 42, October 1996

    Despite current ideological and philosophical objections to planning, it survives in new forms, generating Policy Framework Papers, Poverty Assessments and Food Security Strategies. The route these follow is littered with organisational elephant traps; but the traps can be avoided by learning the lessons of past experiments with multi-disciplinary or multi-sectoral planning. The key is to establish a task culture, characterised by co-operative goal definition, a high degree of participation, supportive leadership, and strong integration of planning and implementation.

     

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