National Agricultural Innovation Project (NAIP), ICAR and the International Food Policy Research Institute (IFPRI) organized a two day workshop on ‘Impact of capacity building programs under NAIP’ on June 6-7, 2014 at AP Shinde Auditorium, NASC Complex, Pusa, New Delhi. The main purpose of the workshop was to present and discuss the findings of the impact evaluation study on capacity building programs under NAIP by IFPRI. The scientists from ICAR and agricultural universities were sent abroad to receive training in specialized research techniques. Post-training, scientists were expected to work on collaborative projects within the ICAR, which would further enrich their knowledge and skills, expand their research network and stimulate them’ to improve their productivity, creativity and quality of their research. The ICAR commissioned with IFPRI (International Food Policy Research Institute) to undertake an evaluation of these capacity building programs under NAIP in July 2012. The workshop shared the findings on the impact of capacity building programs under NAIP and evolve strategies for future capacity building programs

1. Period : October 28- November 2, 2012
Sponsored by : NAIP, ICAR
Leadership Decision Making -
Optimizing organizational Performance
Harvard Kennedy School
Harvard University, Cambridge,
Massachusetts, USA
Reflection on the Training Programme on

2. 68 Participants from 17 countries
Dr. N. P. Singh, Director, ICAR Res. Com., Goa
Dr. H. Ravishankar, Director, CISH, Lucknow
Dr. J. Patil, Director, DSR, Hyderabad
Dr. N. V. Patil, Director, NRCC, Bikaner
Dr. K. R. Kranthi, Director, CICR, Nagpur
Dr. J. K. Jena, Director, Lucknow
Participants from ICAR

3. The John F. Kennedy School of
Government at Harvard University -
Known as Harvard Kennedy School
 It is a Public policy and Public
administration School, and one of
Harvard's graduate and professional
schools.
 Offers master degrees in public
policy, public administration and
international development;
administers executive programs for
senior government officials
About HKS
HKS - originally the Harvard Graduate School of Public Administration -
founded in 1936 with a $2 million gift from a graduate of Harvard College.
Littauer Building
Taubman Building

4. Jennifer S. Lerner
Professor of Public Policy and Management
Director of the Harvard Laboratory for Decision Science

5. Introduction to Decision
Science
Jennifer S. Lerner, Professor of Public Policy and
Management, Center for Public Leadership
Linking Science to your
stakes: The mindset of
Decision Engineering
Dr. Mark D.W. Edington, Executive Director,
Harvard Decision Science Laboratory
Decision Making in Groups Dr. Iris Bohnet, Professor of Public Policy
Director, Women and Public Policy Program
Blindspot: The hidden
biases of good people
Dr. Mahzarin Banaji, Executive Education Faculty
Managing Risk and
Uncertainty
Dr. Richard Zeckhauser, Frank Plumpton Ramsey
Professor of Political Economy
Harvard Kennedy School
Leavers for hanging
behaviour
Dr. Todd Rogers, Assistant Professor of Public
Policy, Center for Public Leadership
Negotiations Dr Guhan Subramanian, Executive Education
Faculty
Subjects and Faculty

6. Conversation with Larry Summers
Lawrence Henry Summers –
An Economist.
- Chief Economist of World Bank
- President of Harvard University
- 71st Secretary of Treasury of US
(under President Bill Clinton)
- 8th Director of National
Economic Council (For President
Barrack Obama)
Film: Mind over Money

9. The program aimed to teach participants the skills they need to
develop for becoming effective “decision architects” — leaders
who can design optimal decision making environments within
their organizations and improve overall organizational capacity
Opportunity to examine both the scientific basis for and the
practical aspects of judgment and decision making, and learn how
to build lasting leadership skills.
Design optimal decision environments in your organization.
How to communicate risk effectively.
How to avoid the emotional and cognitive pitfall that can lead
even the most experienced leaders to make mistakes.
Provided participants with essential tools for sound executive
decision making in a risky world.

10. The program provided opportunity for self-assessment
• Learning about own biases
• Attitudes toward risk
• Ability to regulate emotions
• Several other key personal insights
- which often influence in our day today decision-making.

11. Strong and appropriate decision making 'by the Leadership' is
the mantra for greater accomplishment of any organization
GOAL: Good Science
Good Scientist
Good Facilities
Good Environment
- Good Leadership !!
"The training probably has provided cue to think on new realm of
issues and the execution processes while decision making at the
organization“

12. What is Good Leadership ??
Good Leader - Expected to take good decision !!
But, can also take bad/surprising decision
Situation ......…. State of mind .......... Peer influence …..........
External pressure …………
So as to be recognised as a good leaders, we need to rise above these
facets of life ….......
It is difficult, but not impossible ……

13. Everyone wants a to be good leader …….
But, only a few succeeds
They are the ones who executes the learning into action

14. Acknowledgements
• Secretary, DARE & DG, ICAR
• National Director, NAIP and NC & NAIP Official
• DDG (Fisheries)
• Officials of ICAR & DARE associated with HRD programnme
• Harvard University
• Director Colleagues

15. Thank you