ProactiveReview.dk

Attempts to answer this question by viewing the investment from different perspectives and by giving examples of the value of knowledge.

Chapter 2 provides an overview of the method and gives examples of when to use it, and when not to use it. The backbone of Proactive Reviews is the dialogue.

Chapter 4 describes how the Facilitator initiates the dialogue and how to make it continue all the way through difficult topics until the Delegates have found solutions to the problems they have identified.

A Proactive Review ends up in tangible and intangible results. Chapter 5 describes the different outcomes of the Proactive Review and how to handle them in the organisation.

In a global organisation, Proactive Reviews need to be conducted remotely: preparing for, conducting and evaluating remote Proactive Reviews differs from traditional Proactive Reviews, which are conducted face-to-face. The Facilitator must take into consideration that the dialogue is mediated by communication technology that limits some parts of the communication,

Chapter 7 describes a process of the organisation‟s learning based on the results from Proactive Reviews. How does the organisation learn from conducting many Proactive Reviews? Knowledge is created in various places and the results are communicated locally. How does the organisation get an overview, and how does it extract the new knowledge and globalize it in the organisation?