Publication: The Art of Knowledge Exchange : A Results-Focused Planning Guide for Development Practitioners, Second Edition Updated
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2015
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2015
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Knowledge exchange, or peer-to-peer learning, is a powerful way to share, replicate, and scale up what works in development. Development practitioners want to learn from the practical experience of others who have gone through, or are going through, similar challenges. They want to be connected to each other and have ready access to practical knowledge and solutions. When done right, knowledge exchange can build the capacity, confidence, and conviction of individuals and groups to act. Examples of these direct results or intermediate outcomes from a knowledge exchange include: i) technical water specialists in several sub-districts of Bangladesh learn new skills to replicate good practices (shared by their peers) for building and maintaining a safe water supply; ii) dairy sector and ministry of agriculture officials in Tanzania reach agreement on a blueprint of potential dairy sector reforms because of a new shared understanding and improved collaboration; and iii) farmers in Kenya adopt an innovative rice growing methodology, System of Rice Intensification (SRI), to increase the yield from their land after learning from the experience of countries that pioneered this methodology. This edition contains a full revision of the original art of knowledge exchange as well as new chapters on implementation and results. It draws lessons from over 100 exchanges financed by the World Bank South-South Facility, analytical work conducted by the World Bank Institute and the Task Team for South-South Cooperation, and reflects the experiences of dozens of World Bank Group staff, learning professionals, government officials, and other international development practitioners who have brokered and participated in South-South knowledge exchange activities.
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“World Bank. 2015. The Art of Knowledge Exchange : A Results-Focused Planning Guide for Development Practitioners, Second Edition Updated. © http://hdl.handle.net/10986/17540 License: CC BY 3.0 IGO.”
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Publication The Art of Knowledge Exchange(World Bank, Washington, DC, 2016-06-01)This edition, based on the original Art of Knowledge of Knowledge Exchange: A Results-Focused Planning Guide for Development Practitioners, is customized for practitioners in the water sector to facilitate designing, implementing, and measuring results from their knowledge exchange initiatives. This guide includes and refers to case studies and other examples of successful knowledge exchange initiatives in the water sector and also the lessons learned from implementing these initiatives for high development impact. It also reflects the experience of dozens of World Bank Group staff, knowledge and learning professionals, government officials, and other international and development practitioners who have successfully integrated knowledge exchange as a part of a larger change process.Publication The Art of Knowledge Exchange : A Results-Focused Planning Guide for Development Practitioners(World Bank, Washington, DC, 2012)Knowledge exchange, or peer-to-peer learning, is a powerful way to share, replicate, and scale up what works in development. Development practitioners want to learn from the practical experience of others who have gone through, or are going through, similar problems. This guide emphasizes empowering local agents through experiential learning with peers from their own and other countries, by following a strategic, results-oriented approach to learning based on the World Bank institute's capacity development and results framework. Knowledge exchange can be used as part of a change process to powerful effect. But like any good capacity building approach, it should be anchored in the broader development context and your clients' needs should drive the agenda. The development goal focuses on the major objective your clients hope to achieve. It derives from a long-term regional, national, or local development strategy. The knowledge exchange initiative should bring your clients closer to realizing this goal, by targeting the institutional constraints preventing its achievement. The development goal therefore guides the design of your knowledge exchange. An effective development goal is locally owned and provides clear economic and social value to targeted beneficiaries. It's important to recognize that a knowledge exchange initiative will not result in the development goal, but should contribute to it. In some instances, knowledge exchange can be used to build group consensus on a development goal itself.Publication The Art of Knowledge Exchange : A Primer for Government Officials and Development Practitioners(Washington, DC, 2013-01)In 2009, in the midst of the financial crisis, analysts were concerned that banks in Nepal were dangerously overexposed to inflated real estate and equity markets. Nepal's Central Bank (NRB) decided to evaluate its commercial banks, but needed outside expertise and assistance for stress-testing its banks and assessing the damages that could result from economic shocks. Standard International Monetary Fund (IMF) models for evaluating banks in developed economies, however, proved too complex and were unsuitable for the circumstances of a small developing country. Meanwhile, the State Bank of Pakistan (SBP) had been carrying out quarterly stress-testing of banks in Pakistan. Upon hearing about SBP's capabilities from the World Bank, NRB leadership was eager to learn how to apply Pakistan's regulatory analysis in Nepal. The World Bank facilitated and funded a knowledge exchange between the two central banks so that NRB staff could learn to use a simplified stress-testing, scenario-based model to evaluate the financial stability of Nepal's banks, develop regulations to maintain the stability of banking institutions, and establish contingency plans in the case of failure of a Nepalese bank. This story demonstrates the power of doing development differently. Nepal is very motivated to solve a pressing problem. It actively shops for a solution: the standard model is not suitable, but the Pakistani model is. Pakistan is eager to share its model with Nepal. Nepal adopts and adapts it, and it works.Publication Towards Open Knowledge : The State of World Bank Knowledge Services(Washington, DC, 2011-07-18)This first World Bank Knowledge Report launches what is intended as a series of World Bank Knowledge Reports. Although knowledge is a fundamental to the Bank s overall mission, and informs all of the Bank s development activities, it has not received the same degree of attention from management that has been accorded to its lending activities. By paying attention to knowledge work as a distinct service, the Bank and our stakeholders will be able to better understand the results of that work. This will lead to better management of the knowledge production process, more strategic partnerships with other knowledge institutions, and greater operational and policy impact. As the first in the series, this report spends some time surveying the horizon describing what kind of knowledge activities the World Bank undertakes and what its experience with this type of work has been. Consultations within the Bank and with external reviewers and partners during preparation of the report have enabled the institution to speak more clearly about the full range of these activities, and how they are evolving in response to changing conditions in the world and the changing demands of clients. In terms of the way forward, this first Knowledge Report makes some specific recommendations for measuring results and opening many of the Bank s processes to more external inputs. The report also identifies important issues that will become part of ongoing conversations, both within the Bank and with clients and external partners. This volume is a synthesis of inputs from a variety of studies and units across the Bank. These are covered in significantly greater detail in a Background Report, which may be of greatest interest to Bank staff and managers who want a more in-depth understanding.Publication Knowledge Sharing : A Review of the Literature(World Bank, Washington, DC, 2003)A successful knowledge-sharing effort requires a focus on more than simply the transfer of the specific knowledge. Instead, many of the activities to be undertaken need to focus on structuring and implementing the arrangement in a way that bridges both existing and potential relationship issues, and examining the form and location of the knowledge to ensure its complete transfer. In other words, while the activities used to share knowledge, such as document exchanges, presentations, job rotations, etc., are important, overcoming the factors that can impede, complicate and even harm knowledge internalization are equally important in determining the ultimate results of a knowledge-sharing effort. Accordingly, any evaluations of the Bank s knowledge-sharing efforts need to incorporate assessments of its use of activities related to understanding the form and embedded knowledge, establishing and managing appropriate administrative structures, and facilitating the transfer of the knowledge.
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