Layout and
Winning projects
CASES
OXFAM/Operation Dagsværks
Winning Project Presentation
Character, magazine, and presentation design (Prezi) for a project about migration from Guatemala to the States and the loss of lives that take place along the way.
The inspiration came from old Mayan masks and tales, and the division that these migrants have between risking their lives leaving or staying in the country.
Operation Dagsværks is Denmark´s global student movement, where young volunteers carry out an annual campaign targeted at students within the Danish youth system. All students work for a whole year fundraising for an international development project carried out by a Danish organization.
OXFAM/Operation Dagsværks
Winning Project Presentation
RAW DIAMONDS AND SHARP TONGUES
We designed the presentation (Prezi), the magazine, and the visual storyline for a project that educates young people from poor mining areas in Sierra Leone to become strong, politically sharp mining activists. The local activist must take the lead in the fight against exploitation and corruption and ensure that a fair share of the profits from the mining industry go to education and development.
Concord Denmark – Layout design
Layout & Icons Design – What EU taxes should do for the poor
Concord Denmark is a network of development NGOs, which is part of Concord Europe. Concord Europe represents 1600 development and humanitarian organizations across Europe.
REED Studies – Layout design
Non-Carbon benefits for local and indigenous peoples
Publishers: OXFAM, CARE, IWGIA, NOAH, and Forests of the World
These papers focus on the importance of Non-Carbon Benefits in REDD+ delivered by indigenous peoples and forest-dependent communities.
Danish Ministry of Foreign Affairs
Design of Knowledge exchange platform, in Share Point, and layout of tools
Development a structure for a platform in Microsoft Share Point to share information and tools among Danish embassies to work with young people in their respective countries. We also designed the layout of the tools, written editable documents, to be shared.
We thoroughly research best practices that encourage knowledge-sharing, participation, and their blockers.
One thing that we evaluated before configuring our platform is what kind of knowledge exists in the organisation.
Once done that, we focused on how our platform incentives people to share.
Two kinds of knowledge management strategies that successful organizations commonly use
- The personalization strategy is the old fashion “Face to Face” encounters. In this group, we find any technologies that allow personal transfer of information – Phone, Skype, Chat groups, etc. This method does not allow the knowledge to be coded in the platform so that others can look at it in the future. Knowledge resides in the people’s minds, and the forum should offer ways to note down the highlights of these exchanges.
- The codification strategy is the one that assumes that the critical knowledge of the organization could be codified and stored in a computer system (our platform).
Note: Unlike the traditional factors of production – land, labor, and capital – knowledge is a resource locked in the human mind. Creating and sharing knowledge are intangible activities that can neither be supervised nor forced out of people.
We must implement the social aspect of direct communication within our structure and make sure that it leaves traces for others who will come afterward. Documenting these personal exchanges will leave a pool of knowledge behind for others to use.
Human Factors
Knowledge sharing is time-consuming, but not only that. There is a learning process when we use new technologies for sharing that might discourage its exchange. How to train newcomers to communicate is vital for the program’s success. If knowledge sharing is part of the organization’s culture, the top-down role models are crucial to encouraging workers of all levels to share.
Knowledge is power
- If knowledge is power, then giving away power is bound to get tricky. Make sure that everyone understands that sharing knowledge strengthens everyone within the organization. Another difficulty in overcoming is that some individuals doubt the value of their knowledge.
Knowledge sharing involves trust
Since individuals amass knowledge at considerable expense of time, resources, and energy, they would not simply give it away unless they are assured that they are handing this information to good hands and that there is reciprocity.
Trust becomes relatively easy to incorporate in a personalization strategy if the people exchanging the knowledge are known to each other. However, when knowledge is being exchanged in a distributed fashion, the participants’ trust becomes difficult to establish. There is also trust from the point of view of the knowledge seeker. After all, the knowledge seeker doesn’t know that the knowledge that they are about to get is quality knowledge. Our proposition has to, either by time published, comments, authority, or other means, make it easy for the seeker to find good standards of knowledge among all other participants.
Problem with quality
It isn’t easy to establish before reading or consuming the information’s quality. Therefore, the platform should address the trustworthiness or quality of publishers.
NOTE: Just by providing the system and hoping that people will look it up is a common misperception. Without trust, the interaction will be minimal.
Reciprocity
Reciprocity could be used as an incentive for knowledge sharing. For example, expert A may be willing to help Expert B simply because A expects B’s help in the future.
The reciprocity principle might not work in a codification strategy, as there may be a significant asymmetry between providers and consumers of knowledge. What kind of payoff does an expert get helping a novice out?
Individual pay-for-performance incentives are not very useful when implementing a K.M. system. For example, let’s say the person, after having published a certain amount of documents, gets a promotion, a ticket to a movie, a raise. This will work in the short term but will not maintain knowledge sharing on our platform. What about team-based pay-for-performance systems such as profit-sharing systems? Therefore internal pressures of guilt or social recognition as a reward (as their use of Facebook shows) will favor sharing and build team spirit and loyalty (but this has to be encouraged and exemplified by management).
If the incentives are outwardly communicated, as a shared value, to promote knowledge sharing, but the organization’s culture continues to exhibit competitiveness among employees, the knowledge sharing efforts may not be successful.
Psychological safety is one of the prerequisites to creating a learning organization where people do not feel scared to ask questions and learn. I know it seems strange to say, but we live in a culture of success, forgetting how serious mistakes are for learning. So, encouraging people to talk about the things that work as much as the things that did not work helps break that barrier.
Experts to non-experts
To ensure that knowledge sharing is not done only between experts, the sharing could be project-based or case study based. In that way, people from all levels of expertise, and a common goal, could participate.
Analysis of research literature shows that the primary intrinsic rewards, which have a significant positive effect on knowledge sharing among employees and can form the reward system, are as follows:
- A sense of belonging and common values. By sharing their knowledge with others, individuals feel connected and accepted within a team or entire organization.
- A sense of achievement and success. By sharing ideas and expertise during decision-making or problem-solving, individuals feel that they contribute to the achievements and success of the team or the entire organization.
- A sense of competence. By participating in the knowledge-sharing process, individuals learn from others, gain new ideas and knowledge, increase their competence. In addition, they feel self-confidence and self-efficacy by deepening their understanding and knowledge.
- A sense of usefulness. By mentoring, consulting, and giving advice to others, employees feel enjoyment and satisfaction.
- A sense of respect and recognition. By knowledge sharing, employees earn recognition and respect from supervisors, peers, and experts.
- A sense of trust. By receiving positive feedback from colleagues, the individuals build self-confidence and confidence in their peers. This increases a sense of trust in others and believes that colleagues are ready to help them.
GBV mitigation during the COVID
Layout and project infographics
These documents provide guidance for the protection of survivors and for gender-based violence (GBV) response in the context of the coronavirus pandemic.
Globally, GBV – particularly domestic or family-based violence – are on the increase as many families are isolated or under lockdown for weeks in their homes. Women staying at home with abusive partners are at increased risk of being severely harmed. To mitigate this situation, OXFAM presents a defined approach to support monitoring, mediation, counselling, interim safe spaces and safe homes. See all guides here.
Prezi pesentation for Action Aid
To design the presentation for the project Action Aid presented to Operation Dagsværks, a movable project, based on shipping containers, for education and health care in the slums of Zimbabwe; we built a model to recreate in miniature what the project would look like. We wanted to transport the audience to the actual little city that Action Aid would build and have a better sense of our vision.
Details of the model built for the presentation
Miscellaneous: Illustration, Posters, Book Design…
Our curiosity has brought us to find solutions of various natures. We love books, posters, tales, and anything that has to do with helping understand ideas (nerdy grids included). So please, click on the buttons over the cases to learn more about what we can do for you.
