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Why Bitcoin is Integral Money

By Johannes Schunter What makes something integral? The term ‘integral’ refers to a worldview in the Spiral Dynamics (SD) model (developed by Don Beck, Chris Cowan and Ken Wilber based on the work of Clare Graves) that looks at various historic ways of seeing the world as each holding an important piece of the puzzle without being sufficient on their own. The tribal worldview thinks primarily in heroic win/lose power relations, the traditional worldview champions collective rules and absolute truth, the modern worldview pursues rational science, competition and personal success, and the post-modern worldview values community, global diversity and inclusion. An integral mindset then tries to integrate the strengths from each of these worldviews into an overarching and balanced whole. To learn more about what the Spiral Dynamics model is about, this website is a good start . In the following, I argue that as far as monetary technologies, financial assets or currencies are concerned,

Spiral Dynamics: A Model for how our Understanding of the World is Changing

COVID gave me a lot of extra time to think, and in the spirit of the title of this blog, I wanted to share some reflections about human knowledge that I am carrying within me for a while now. We all noticed how polarized our discussions on social media and offline have become, and they often crystallize along a right/left spectrum. To the majority in my circle of friends, the main threat to humankind consists of the destruction of its environment (pollution, climate change, biodiversity, etc.) and growing inequality and exclusion in all its forms (poverty, racism, sexism, etc.). To a smaller part of my personal circle of friends (but to many outside of it), socialism/communism and the suppression of free enterprise and individual liberties seem the primary threats of our time. The COVID pandemic brought this chasm to the forefront like even Brexit and the Trump election couldn’t. I would like to suggest a different frame about thinking and talking about these things (because clearl

We are both underestimating and overestimating the dynamics of Artificial Intelligence for KM: My 2 cents featured in the updated Agenda Knowledge for Development (K4D)

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Today the Knowledge for Development Partnership (K4D) initiative released an updated version of the ' Agenda Knowledge for Development ', which formulates 14 "knowledge goals" meant to supplement the UN's Sustainable Development Goals and strengthen the Agenda 2030 from a Knowledge Management perspective. The updated version includes one added Goal 14 ‘The arts and culture are central to knowledge societies', as well as 57 added statements (in addition to the 73 statements in the previous edition) from knowledge management practitioners in development across the world, including my own. I've already shared on this blog my reflections on the role that I believe Artificial Intelligence will play in Knowledge Management in the coming years , and I've re-iterated my view on this in my statement for K4D which is now featured under Part II of this document (page 84), "Statements on Knowledge for Development" next to the statements from 130

How to program for uncertain results? The innovation journey of a 'slightly unsusual' programme in UNDP

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Innovations are driven by risk-takers. Part of UNDP’s role in innovation is to provide the space for risk-takers to develop and test their ideas. And it turns out that sometimes these are not individuals, but entire programmes! The Pacific Risk Resilience Programme (PRRP) covers the Pacific countries of Fiji, Solomon Islands, Tonga and Vanuatu, and takes an unusual approach within UNDP’s programme portfolio. Now in its fourth year, it didn’t exactly follow the standard programming approach in which a challenge and a development model is identified in the beginning, and a set of interventions is designed that would then be rolled out over the course of the next years, with clear activities and results prescribed for each year. Instead, PRRP didn’t actually describe the model or the interventions themselves at all. Instead, they let the model emerge over time by running sprints of interventions and evaluating them frequently, something that is known in the information technology world as

Artificial Intelligence will change Knowledge Management as we know it

I recently came across this blog post by a start-up that is developing an Artificial Intelligence that is being trained to read and write at the level of a specialized human analyst and produce briefings in human language based on a set of different information resources. It’s just one example of many different companies that are currently working on this challenge. The obvious clients are intelligence agencies, governments, or news agencies, but eventually this will enter all of our everyday work very soon. I thoroughly believe that this is what knowledge management in large organizations will look like in 10-15 years from now. In my organization, we’re challenged daily to consolidate the key lessons and insights from all our country-level programmes and experiences, lest meaningfully combine them with information, trends and insights from the larger development sector. We complain that we’re overwhelmed by the information overload that social media, Yammer and knowledge network

Who is Reading UNDP’s Publications, And Why?

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[This post was originally published at UNDP.org on Oct 3, 2016] It has been two years since the  World Bank published a report  that stated that over 30 percent of its policy reports have never been downloaded even once and only 13 percent of policy reports were downloaded at least 250 times. The debate among development practitioners that followed made it clear that the World Bank is by far not alone with this phenomenon and that most international organizations, including UNDP, face the exact same challenge. As UNDP provides support services for implementation of the Sustainable Development Goals (SDGs), we in UNDP’s Knowledge Management Team see the importance of getting insights into the perceived value of our knowledge products and therefore UNDP’s thought leadership in various SDG topics. In fact,  UNDP’s Knowledge Management Strategy 2014-2017  pointed out that UNDP needs to invest in its process of planning, developing and disseminating knowledge products in ways that

The “Duh-test”, or what is not a lesson learned

I was recently reviewing a number of texts which my organization collected from past projects and initiatives (some through an internal mandatory monitoring tool, others gathered as part of After Action Reviews or Lessons Learned Papers), which all meant to capture ‘lessons learned’ from specific experiences. And while these texts were not wrong per se, I realized that there seems to be a fundamental misconception what constitutes a good lesson, and what doesn’t. Here are a few typical examples of what we often collect as part of such lessons learned exercises: “Ensure that the [Team] Manager has excellent leadership, project and team management skills, understanding of programming and experience working in [the subject matter].” “Project outputs must be compatible towards project goals. Throughout the project there is a need for careful identification of project goals and outputs to ensure that they are compatible with each other. This can be only ensured through a consultativ