Presentation to APQC’s Fourth Knowledge Management Conference San Antonio, Texas May 26, 2000
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Transcript of Presentation to APQC’s Fourth Knowledge Management Conference San Antonio, Texas May 26, 2000
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Nicolas Gorjestani, The World Bank
Using Indigenous Knowledge to Adapt Global Best Practices to Local Conditions:
The World Bank Experience
Presentation to APQC’s Fourth Knowledge Management Conference
San Antonio, Texas
May 26, 2000
Nicolas Gorjestani
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Nicolas Gorjestani, The World Bank
What we will share today
Part I: World Bank’s Knowledge Framework– Who we are, what we do– Evolution of knowledge sharing strategy– Lessons of experience
Part II: Learning from the Client – Role of Indigenous Knowledge– The process of adaptation
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Nicolas Gorjestani, The World Bank
Who we are...
International organization Owned by 180 governments 9000 staff; 100+ nationalities Regional offices in 100+ countries ~40% operational staff in the field
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Nicolas Gorjestani, The World Bank
What we do...
Help design/finance development programs reconstruction of Europe developing countries fighting poverty
Leverage ideas and financial resources Largest single source of development finance Raise funds from capital markets/contributions
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Nicolas Gorjestani, The World Bank
Our competitive advantage...
Knowledge of development practices over 50 years 100+ countries variety of sectors
Largest source of development knowledge under one roof
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Nicolas Gorjestani, The World Bank
World Bank mission statement
To help people help themselves and their environment, by providing resources, sharing knowledge...
To fight poverty with passion and professionalism for lasting results
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Nicolas Gorjestani, The World Bank
How we got here...
The age of pioneers (1995-1996) Scaling up the “Knowledge Bank” (1997-99) The age of integration & adaptation (2000 >)
Three Phases
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Nicolas Gorjestani, The World Bank
Knowledge
management
Knowledge
sharing
=
Jargon Plain English
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Nicolas Gorjestani, The World Bank
Tax policy and administration thematic group
October/November 1998
Public expenditure review
Madagascar:
In the past:“We’ll get
back to you”
Should VAT (value added tax)
be applied to medicines?
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Nicolas Gorjestani, The World Bank
Tax policy and administration thematic group
October/November 1998
Public expenditure review
Madagascar: should VAT (value
added tax) be applied to medicines?
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Nicolas Gorjestani, The World Bank
Task manager in Madascar: how
desirable are specific reforms to the VAT
(value added tax) that the client was
contemplating?
Tax policy and administration thematic group
Within 72 hours...
Late October1998Public expenditure
reviewMadagascar:
should VAT (value added tax) be applied
to medicines?
Indonesiafield office
MNA Region
ECA Region
DEC
Retired
University of
Toronto
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Nicolas Gorjestani, The World Bank
Tax policy and administration thematic group
October/November 1998
Public expenditure review
Madagascar: should VAT (value
added tax) be applied to medicines?
The advice received
shaped the Bank position as
communicated to Govt, IMF and
donors In the new finance
law, medicines are
exempted from VAT
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Nicolas Gorjestani, The World Bank
Global experience on exemptions from VAT
KMS
Expected
The experience will be edited for re-use
and entered into the knowledge base
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Nicolas Gorjestani, The World Bank
Increasingly The client can get
this kind of material in minutes
Future
Global experience on exemptions from VAT
KMS
How to make this real ?How to make this real ?
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Nicolas Gorjestani, The World Bank
While technology is a facilitator
Sharing depends on community
Indonesiafield office
ECA Region
MNA Region
DEC
Retired
AFR Region
University of
Toronto
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Nicolas Gorjestani, The World Bank
Knowledge & Learning Framework
What we Know & Don’t Know?
know don’t know
don
’t k
now
kn
ow
what we know we don’t know
what we don’t know we don’t know
what we know we know
what we don’t know we know
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Nicolas Gorjestani, The World Bank
Knowledge & Learning Framework
How to Share & Learn?
internal externalexternal
exte
rnal
inte
rnal
kn
owle
dge
sou
rces
kn
owle
dge
sou
rces learn from
peers, clients
share with, learn from global networks
learn from each other by sharing
share with clients, partners
knowledge usersknowledge users
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Nicolas Gorjestani, The World Bank
Initially, the focus was on
building a
knowledge base
Knowledge baseknowledge objects
The evolution of knowledge sharing
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Nicolas Gorjestani, The World Bank
Knowledge base knowledge
objects
Then the focus shifted to
knowledge communities
Communities of practice 100+ thematic
groups
The evolution of knowledge sharing
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Nicolas Gorjestani, The World Bank
Health partners
Education partners
Private sector partners
Transport partners
Agriculture partners
External partners
The evolution of knowledge sharing
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Nicolas Gorjestani, The World Bank
Community of practice: the thematic group
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Nicolas Gorjestani, The World Bank
Community of practice: the thematic group
Most members are in Regions
Some staff are
anchorsExternal
partners
TGs are front-line practitioners
100+ thematic groups
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Nicolas Gorjestani, The World Bank
Doing while
learningKnowledgesharing
Connecting through
communitiesof practice
Sharingknowledgewithin the
team
Informal learningclinics
Collecting knowhow
and sharing
Distancelearning
Study tours
Computer based
learning
Learning while doing
Learning
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Nicolas Gorjestani, The World Bank
Knowledge sharing
Learning
Ecological approach
Information management
Intellectual capital
Engineering
approach
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Nicolas Gorjestani, The World Bank
Knowledge sharing
Learning
Ecological approach
Information management
Intellectual capital
Knowledge as an asset
Knowledge as information
Knowledge as as an activity
Knowledge as
people
We need all four approaches
Engineering
approach
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Nicolas Gorjestani, The World Bank
What we have learned...
It’s a long journey >> need relentless repetitionneed relentless repetition It’s not one “thing” > > it’s a series of small stepsit’s a series of small steps Sharing & learning >> two sides of sametwo sides of same coincoin It’s not about tools > > it’s about people/communitiesit’s about people/communities It will stay a “fad” >> integrate K into core businessintegrate K into core business
It’s not about rules > > it’s about behaviorsit’s about behaviors Adapt K to setting >> key to client satisfactionkey to client satisfaction
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Nicolas Gorjestani, The World Bank
Integrate knowledge into quality process
Road Map for Leveraging KnowledgeRoad Map for Leveraging Knowledge Systematic process to:Systematic process to:
Learn before, during, and after the task Provide teams with timely best advice Ensure that the advice is used
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Nicolas Gorjestani, The World Bank
1. Roles and responsibilities2. Assessment of knowledge needs3. Resource allocation4. When and how advice is given5. Ensuring that advice is used6. Adapting global practices6. Adapting global practices7. Capturing lessons of experience
Core Elements of the Road Map
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Nicolas Gorjestani, The World Bank
6. Adapting knowledge to the local setting
Institutional context of global practice? Setting where practice is to be replicated?
Indigenous knowledge systems to build on to
make global practice relevant to the community? Adjustments to global practice, phasing or local
institutions to make the practice work well?
Learning from the client Learning from the client and helping the client learn and helping the client learn
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Nicolas Gorjestani, The World Bank
Part II: Adapting global practices
Role of Indigenous Knowledge The adaptation process
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Nicolas Gorjestani, The World Bank
Genesis of IK Program
GK 97 Conference in Toronto Vision of truly global knowledge partnership will be realized
only when the poor participate as both users and contributors of knowledge
Learning from clients & helping them learn
Client Feed Back Surveys 40 percent “knowledge adaptation gap”
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Nicolas Gorjestani, The World Bank
What IK Achieved in Mozambique
Traditional authorities and local administration
managed 500,000 land transactions and
settled 5 million refugees and displaced persons in two years
Used only local knowledge and capacity
no external assistance from government, donors or NGOs
no conflicts over land and rights
Impact: small holders re-launch agricultural growth
How long would it have taken government & donors?
Case of post-conflict resettlementCase of post-conflict resettlement
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Nicolas Gorjestani, The World Bank
What IK Achieved in Senegal
Adult education course by TOSTAN apply literacy to solve a community problem learn about the consequences of circumcision on the health of girls abolish the practice after sharing experiences within the community
Exchange experiences with other communities involve male spiritual leaders obtain presidential approval for the “Oath of Malicounda”
Impact: More than 16 communities abolish the practice within 18 months Senegal officially abolishes practice in December 1998
Case of women of MalicoundaCase of women of Malicounda
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Nicolas Gorjestani, The World Bank
What IK Achieved in Burkina Faso
Learning in local languages 15,000 learners in Gulmancema language (41% women) 4,000 literacy centers (3,000 schools using French) 52% of the successful literacy center students were women
Impact Higher literacy rates than in French Writing and numeracy correspondence, record keeping Preserving cultural heritage
Case of local language literacy centersCase of local language literacy centers
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Embedded in Culture Critical Element of Global Knowledge Foundation for Human and Social Capital Gateway to Empowerment Key to Sustainable Development
Indigenous Knowledge is . . .
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Nicolas Gorjestani, The World Bank
Tools to capture & integrate IK
IK practices data base (120 cases) “IK Notes” publication (20 in print & Internet) “IK Report: A Framework for Action” Website: www.worldbank.org/html/afr/ik/index.htm
First local language website Enhance capacity of IK centers in countries Funding of IK resource persons for task teams “Knowledge Packs”
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Nicolas Gorjestani, The World Bank
Integrating IK in Development Programs
Agricultural Research & Training Project II focuses research activities on local practices disseminates successful IK practices
National Strategy on Utilization of IK establishes national focal point for IK organizes national forum to draft IK policy integrates IK in poverty alleviation strategy
Case of Uganda
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Building local communities of practice
Engage
Exchange Learn
Influence
Healers
Farmers
Hunters
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Botanists
Ministry of Health
DoctorsPharmacists
WHO/ World Bank Specialists
Researchers
PHC providers
Leveraging Global & Local Knowledge Networks
Health Care CBOs/ NGOs
Traditional Healers
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Balanced Flow of Knowledge
Local Global
Networks
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The new knowledge frontier
Adaptation
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Practices
Adaptation
Institutions Behaviors
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Nicolas Gorjestani, The World Bank
Adapting BehaviorsIt’s a mindset thing…..
humility
curiosity listening
learning
trusting
hearing
patience
empathy
...and
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Nicolas Gorjestani, The World Bank
Adapting Behaviors
…ask the right questions !?
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Nicolas Gorjestani, The World Bank
Adapting Institutions
Providing a framework within which adaptation occurs in a consultative and participatory manner to facilitate ownership and eventual sustainable adoption
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Nicolas Gorjestani, The World Bank
Adapting Practices
Testing, complementing, substituting, or altering a technologies or processes, to make them fit within the physical, social and economic conditions and the utilization purposes of a local community
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Time
Provider
Recipient
Enabler
Deg
ree
of I
nvo
lvem
ent
Adaptation Process
Provider
Recipient
Enabler
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Enabler’s role varies over time...
Nature
IntensityInstruments
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local externalexternal
exte
rnal
loca
l
K -
sou
rce
K -
sou
rce
K- useK- use
Adaptation Framework
local externalexternal
exte
rnal
loca
l
K -
sou
rce
K -
sou
rce
K- useK- use
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Nicolas Gorjestani, The World Bank
local externalexternal
exte
rnal
loca
l
K -
sou
rce
K -
sou
rce
K- useK- use
Adaptation Framework
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Uganda:RESCUER project in Iganga District
PHCs partner with traditional birth attendants link attendants to health units thru ‘walkie-talkies’ attendants serve as referral points more women receive health services
Impact: maternal deaths decline by 50% in 3 years
Lesson: Appropriate technology can help to enable & empower local communities by leveraging global and local knowledge systems
External Knowledge for Local Use
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Nicolas Gorjestani, The World Bank
But the Bank is not a storehouse of universally applicable knowledge just waiting to be transferred. That is why it should empower its clients to tap global knowledge, connect clients to one another and to other sources of experience, and learn with them about what works.
OED 1999 Annual Review of Development Effectiveness