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On Wednesday, 17 May 2017, the International Committee of the Red Cross (ICRC) convened its Health Care in Danger Annual Meeting at the ICRC Headquarters in…
English | Français GENEVA, 4 June 2026 (The Geneva Learning Foundation) – The rainy season used to follow a pattern that everyone knew. From 2021 onwards,…
The following is an edited transcript of oral remarks delivered by Reda Sadki on 26 April 2026, on the occasion of the fifth anniversary of Teach…
English | Français Geneva, 9 July 2026 (The GEneva Learning Foundation) – We are pleased to announce that Joseph WATO is the first Fellow of The…
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These 20 local solutions are drawn from Teach to Reach 11: Local action to mitigate the impact of the climate crisis on health. They are not…
GENEVA, Switzerland, 23 July 2025 (The Geneva Learning Foundation) –Today, The Geneva Learning Foundation (TGLF) announces the launch of “Learning to lead change on the frontline…
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“Everybody in a fun environment knows more of each other.” We interact at a human – not only utilitarian – level to form social spaces in…
“I knew them very well. That’s why it worked. Because we do work together.” We take responsibility for our own learning, yet keenly aware of the…
“[…] you learn that you are not alone in dealing with a technical problem and sometimes you just need a second technical opinion. Sometimes, it does…
“We came to understand because we have very good global connections.” How do we connect with other people, with other member organizations in the network, and…
Where some believe that the value of their network is based on its exclusivity, connectors are people in the organization who have developed large networks of people…
Our network function requires that we interact with the network. We observe profound changes in the nature of knowledge, how it circulates, and this affects how…
When our organization’s hierarchy prohibits direct contact with the field, indirect and informal contact becomes more important than ever. Global and regional meetings, bilateral programmes, and…
The complexity of the networks in which our organization operates is scaffolded by a corpus of mostly-unwritten, tacit knowledge and ‘ways of working’ that we learn mostly…
Leave the global functions to headquarters, and shift responsibility for the field to those who are actually there (or close by). It sounds perfectly sensible. And,…
