Building Capacity through Results | Why Use Rapid Results | Resources
Why Good Projects Fail Anyway, Nadim F. Matta and Ronald N. Ashkenas,
Harvard Business Review,September 2003.
When a promising project does not deliver, chances are the problem
wasn't the idea abut how it was carried out. Here is a way to design
projects that guards against unnecessary failure.
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Unleash Implementation Capacity in Developing Countries, chapter 9
from Rapid Results! How 100-Day Projects Build the Capacity for
Large-Scale Change, Robert H. Schaffer, Ronald N. Ashkenas, and
Associates; Jossey-Bass; 2005.
Rapid Results! shows how to make large-scale changes succeed by
using 100-day results-producing projects to develop this vital
implementation capability. Written by leaders in the field of change
management, Rapid Results! describes an approach that has been
field-tested by real organizations of every size and description
to improve performance and speed the pace of change.
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When Passionate Leadership Stimulates Enduring Change: A
Transformational Capacity Development Anecdote from Uganda,
Nadim Matta and Patrice Murphy, Capacity Development Briefs published by
World Bank Institute, October 2005.
When a promising project does not deliver, chances are the problem
wasn't the idea abut how it was carried out. Here is a way to design
projects that guards against unnecessary failure.
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Bridging the Capacity Gap, Nadim Matta, Ron Ashkenas and Jean-Francois Rischard, Leader to Leader, Number 23, Winter 2002.
The gap between aspirations and the ability to implement thwarts the most well-meaning, well-conceived developmental efforts. This article presents an approach used by World Bank to design and implement projects that help organizations bridge this "capacity gap".
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Demand Better Results-and Get Them, Robert H. Schaffer, Harvard Business Review, November-December 1974, reprinted as a Harvard Business Review Classic March-April 1991, and appeared in Harvard Business Review's 1990's 10 Most Requested, as well as chapter 2 in Ultimate Rewards: What Really Motivates People to Achieve, Steven Kerr ed., Harvard Business School Press, 1997, p. 83-95.
For most managers, the capacity to ask for improved performance in ways that elicit results is their least developed management skill. This article explains why, and outlines a strategy for demanding more and getting it.
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