Person:
Woolcock, Michael
Author Name Variants
Fields of Specialization
Social development,
Research methods,
Institutions,
Poverty,
Community Driven Development,
Governance,
Conflict
Degrees
ORCID
External Links
Departments
Development Research Group
Externally Hosted Work
Contact Information
Last updated
June 24, 2023
Biography
Michael Woolcock is the lead social scientist in the Development Research Group at the World Bank, where he has worked since 1998. For 14 of these years he has also taught (part-time) at Harvard Kennedy School, with periods of leave spent at the University of Cambridge (2002) and the University of Manchester (2007–09). In 2015-17 he also helped establish the World Bank’s first Knowledge and Research Hub, in Kuala Lumpur. His current research focuses on strategies for enhancing the effectiveness of policy implementation, extending work addressed in his recent book, Building State Capability: Evidence, Analysis, Action (with Matt Andrews and Lant Pritchett; Oxford University Press, 2017). Michael is a co-recipient of the American Sociological Association’s awards for best book (2012) and best article (2014) on economic development.
Publication Search Results
1 - 8 of 8
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Publication
Operationalizing the Science of Delivery Agenda to Enhance Development Results
(Washington, DC: World Bank, 2015-10)The clear development gains achieved in recent decades should not deflect attention from the scale and type of challenges that remain. The strategies largely responsible for these initial gains have been technical reforms promoting economic growth and logistical systems supplying basic inputs. Today, strategies are needed that focus on enhancing the quality of implementation— for example, ensuring learning and not just building schools and enrolling students. This concern now spans numerous domains of professional practice (especially health) and has entered World Bank discussions framed as the “science of delivery.” At the World Bank, the Global Delivery Initiative (GDI) is an operational manifestation and extension of these ideas. To date, the GDI has prepared a number of different case studies across numerous sectors on ways in which innovative teams solve particular problems during project implementation. On the basis of the initial case studies, the authors outline five key principles of how high-quality implementation occurs and invite others to add to this growing storehouse of knowledge. Specifically, task teams are encouraged to develop “live” case studies by and for their staff, documenting how, in real time, implementation challenges are being met. Projects must “learn” more rapidly and systematically how to solve the myriad range of complex implementation challenges they inevitably encounter, since most of these (by definition) cannot be anticipated ex ante. Delivery challenges of this kind will only intensify in the coming years as citizens demand effective responses to ever-more complex—and contentious—policy domains, such as justice, regulation, and taxation. -
Publication
Social Capital, Trust, and Well-being in the Evaluation of Wealth
(World Bank, Washington, DC, 2016-06)This paper combines theory with data from different domains to provide an empirical analysis of the scale and variability of social capital as wealth. The analysis is used to argue, given what has been learned from the literature on social capital, that the welfare returns to investing in trust could be substantial. Using data from 132 nations covered by the Gallup World Poll, the paper presents a range of estimates of the wealth-equivalent values of social trust. Such values are usually not included in national or global accounts of income and wealth. In the light of the estimated importance of social trust as a component of wealth and well-being, the paper concludes with some policy options for how social trust might be better built and sustained. -
Publication
Toward Successful Development Policies: Insights from Research in Development Economics
(World Bank, Washington, DC, 2020-01)What major insights have emerged from development economics in the past decade, and how do they matter for the World Bank? This challenging question was recently posed by World Bank Group President David Malpass to the staff of the Development Research Group. This paper assembles a set of 13 short, nontechnical briefing notes prepared in response to this request, summarizing a selection of major insights in development economics in the past decade. The notes synthesize evidence from recent research on how policies should be designed, implemented, and evaluated, and provide illustrations of what works and what does not in selected policy areas. -
Publication
Measuring What Matters: Principles for a Balanced Data Suite That Prioritizes Problem-Solving and Learning
(World Bank, Washington, DC, 2022-05)Responding effectively and with professional integrity to the many challenges of public administration requires recognizing that access to more and better quantitative data is necessary but insufficient. Overreliance on quantitative data comes with its own risks, of which public sector managers should be keenly aware. This paper focuses on four such risks. The first is that attaining easy-to-measure targets becomes a false standard of broader success. The second is that measurement becomes conflated with what management is and does. The third is that measurement inhibits a deeper understanding of the key policy problems and their constituent parts. The fourth is that political pressure to manipulate key indicators can lead, if undetected, to falsification and unwarranted claims or, if exposed, to jeopardizing the perceived integrity of many related (and otherwise worthy) measurement efforts. Left unattended, the cumulative concern is that these risks will inhibit rather than promote the core problem-solving and implementation capabilities of public sector organizations, an issue of high importance everywhere but especially in developing countries. The paper offers four cross-cutting principles for building an approach to the use of quantitative data—a “balanced data suite”—that strengthens problem-solving and learning in public administration: (1) identify and manage the organizational capacity and power relations that shape data management; (2) focus quantitative measures of success on those aspects which are close to the problem; (3) embrace a role for qualitative data, especially for those aspects that require in-depth, context-specific knowledge; and (4) protect space for judgment, discretion, and deliberation in those (many) decision-making domains that inherently cannot be quantified. -
Publication
Social Sustainability in Development: Meeting the Challenges of the 21st Century
(Washington, DC: World Bank, 2023-03-15)All development is about people: the transformative process to equip, link, and enable groups of people to drive change and create something new to benefit society. Development can promote societies where all people can thrive, but the change process can be complex, challenging, and socially contentious. Continued progress toward sustainable development is not guaranteed. The current overlapping crises of COVID-19, climate change, rising levels of conflict, and a global economic slowdown are inflaming long-standing challenges—exacerbating inequality and deep-rooted systemic inequities. Addressing these challenges will require social sustainability in addition to economic and environmental sustainability. Social Sustainability in Development: Meeting the Challenges of the 21st Century seeks to advance the concept of social sustainability and sharpen its analytical foundations. The book emphasizes social sustainability’s four key components: social cohesion, inclusion, resilience, and process legitimacy. It posits that •Social sustainability increases when more people feel part of the development process and believe that they and their descendants will benefit from it. •Communities and societies that are more socially sustainable are more willing and able to work together to overcome challenges, deliver public goods, and allocate scarce resources in ways perceived to be legitimate and fair so that all people may thrive over time. By identifying interventions that work to promote the components of social sustainability and highlighting the evidence of their links to key development outcomes, this book provides a foundation for using social sustainability to help address the many challenges of our time. -
Publication
Examining Business Reform Committees: Findings from a New Global Dataset
(World Bank, Washington, DC, 2023-06-24)Reform committees (also known as reform councils) are institutional mechanisms or structures tasked with holding policy discussions pertaining to (and making specific recommendations on) regulatory issues, to monitor improvement efforts and ensure regulatory coherence between agencies while enhancing regulatory quality. This paper presents novel granular data on business reform committees for 160 economies collected over 2020–22. The paper presents 35 questions and 238 variables grouped into three pillars: (i) mandate and scope, (ii) organizational structure and operational framework, and (iii) stakeholder engagement and communication. The dataset is unique in that it covers a large number of developing economies and presents detailed insights into the goals, structures, and components of reform committees while contributing to debates on strategies for promoting better regulations. Reform committees are heterogeneous structures, prevalent in lower-middle-income economies, followed by upper-middle-income economies. Most economies with a functioning reform committee state that their mandate is to improve competitiveness globally by improving the business regulatory/legislative framework, going beyond improvements of the business environment for domestic companies. In more than 50 percent of the economies the priorities are set at the ministry level, most commonly the Ministry of Finance or equivalent, followed by the Prime Minister’s office. However, reporting lines can be very different—across a quarter of the economies, the chair of the reform committee reports to the President or the head of state, while in close to one-fifth the chair reports to the Prime Minister. In most economies, public sector representatives are members of both the steering board and the working groups. These findings provide new insights into the scope, mandate, and functioning of business reform committees at different income levels and across different regions; they also provide a robust foundation on which subsequent research efforts can build. -
Publication
Implementing Adaptive Approaches in Real World Scenarios: A Nigeria Case Study, with Lessons for Theory and Practice
(World Bank, Washington, DC, 2019-06)How does adaptive implementation work in practice? Drawing on extensive interviews and observations, this paper contrasts the ways in which an adaptive component of a major health care project was implemented in three program and three matched comparison states in Nigeria. The paper examines the bases on which claims and counterclaims about the effectiveness of these approaches were made by different actors, concluding that resolution requires any such claims to be grounded in a fit-for-purpose theory of change and evaluation strategy. The principles of adaptive development may be gaining broad acceptance, but a complex array of skills, expectations, political support, empirical measures, and administrative structures needs to be deftly integrated if demonstrably positive operational results are to be obtained, especially when undertaken within institutional systems, administrative logics, and political imperatives that are predisposed to serve rather different purposes. -
Publication
How (Not) to Fix Problems that Matter: Assessing and Responding to Malawi's History of Institutional Reform
(World Bank, Washington, DC, 2017-12)Malawi can be understood as a microcosm of institutional reform approaches in developing countries more broadly. A common feature of such approaches, whether implemented by government or donors, is reform initiatives that yield institutions that "look like" those found in higher-performing countries but rarely acquire the same underlying functionality. This paper presents a retrospective analysis of previous institutional reform projects in Malawi, as well as interviews with Malawi-based development practitioners. The paper finds a plethora of interventions that, merely by virtue of appearing to be in conformity with "best practices" elsewhere, are deemed to be successful yet fail to fix underlying problems, sometimes in contradiction to internal and public narratives of positive progress. This unhappy arrangement endures because a multitude of imperatives, incentives, and norms appear to keep governments and donors from more closely examining why such intense, earnest, and long-standing efforts at reform have, to date, yielded so few successes. This paper seeks to promote a shift in approach to institutional reform, offering some practical recommendations for reform-minded managers, project teams, and political leaders in which the focus is placed on crafting solutions to problems that Malawians themselves nominate, prioritize, and enact.