Learning organisations: emerging practice from CDKN’s experience

This working paper describes the experience of the Climate and Development Knowledge Network (CDKN) in becoming a learning organisation to better address the complex challenges of integrating climate change into development action. It outlines six models and frameworks—levels of learning, complexity models, adaptive and generative learning, action-reflection cycles, design principles, and core building blocks—that CDKN has used to systematise its approach to capturing and applying knowledge.

• CDKN defines a learning organisation as one that possesses a "living, shared, meaningful vision and purpose", intentionally learns from its own and others' experiences, and applies that learning to future decisions and actions to achieve its purpose.
• The organisation utilises a levels of learning framework to distinguish between different intentions and processes across the project, portfolio, programme, theme, and global levels. This approach ensures that global and systemic decision-making is grounded in practice and experience from the ground.
• CDKN applies Ralph Stacey’s complexity model to match learning methodologies to the operating context. In 'simple' contexts, it uses manuals and how-to guides; in 'complicated' contexts, it employs technical assistance and applied research; and in 'complex' contexts, it uses co-creation methods like South–South learning exchanges and action labs.
• The organisation distinguishes between adaptive learning, which focuses on improving existing processes and "how to do something better", and generative learning, which focuses on unknowns and issues with "global and systems-wide relevance" to inform organisational strategy.
• CDKN employs a five-stage action-reflection cycle—Action, Reflect, Sense-making, Plan, and Adapted action—to build learning into decision-making. This process is embedded in the annual business planning cycle and allows the organisation to test and implement new concepts emerging from reflection points.
• The organisation adopts ten emerging principles for effective learning, including framing learning as a strategic path to impact, articulating good learning questions, and growing connections rather than collections. Since 2015, CDKN has specifically focused on integrating learning into its annual business planning process.
• CDKN identifies three core building blocks for an effective learning organisation: a supportive learning environment (culture), concrete learning processes (structure), and leadership that reinforces learning. While it has created safe spaces for reflection, it notes that limited influence over budgets and performance assessment have been constraints.

APA

Nier, J., Phillips, R., & Cook, R. (2017). Learning organisations: emerging practice from CDKN’s experience. Climate and Development Knowledge Network. https://cdkn.org/sites/default/files/files/CDKN_WP_Learning-Organisation_Final_WEB.pdf

Chicago

Nier, Juliane, Rachel Phillips, and Russell Cook. Learning organisations: emerging practice from CDKN’s experience. Climate and Development Knowledge Network, 2017. https://cdkn.org/sites/default/files/files/CDKN_WP_Learning-Organisation_Final_WEB.pdf.

Wikipedia

{{cite report |last1=Nier |first1=Juliane |last2=Phillips |first2=Rachel |last3=Cook |first3=Russell |title=Learning organisations: emerging practice from CDKN’s experience |publisher=Climate and Development Knowledge Network |date=July 2017 |url=https://cdkn.org/sites/default/files/files/CDKN_WP_Learning-Organisation_Final_WEB.pdf |access-date=17 August 2026 |via=Climate Insights Directory}}

BibTeX

@techreport{nier2017learning, author = {Nier, Juliane and Phillips, Rachel and Cook, Russell}, title = {{Learning organisations: emerging practice from CDKN’s experience}}, institution = {Climate and Development Knowledge Network}, year = {2017}, month = jul, url = {https://cdkn.org/sites/default/files/files/CDKN_WP_Learning-Organisation_Final_WEB.pdf}, urldate = {2026-08-17}, note = {Indexed by Climate Insights Directory} }