Publication: The Art of Knowledge Exchange: A Results-Focused Planning Guide for Development Practitioners in the Water Sector
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2016-06-01
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2016-06-01
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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.
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“Kumar, Shobha; Coombes, Yolande; Vovides, Yianna; Crabbe, Richard A. B.; Crabbe, Richard. 2016. The Art of Knowledge Exchange: A Results-Focused Planning Guide for Development Practitioners in the Water Sector. © World Bank. http://hdl.handle.net/10986/24950 License: CC BY 3.0 IGO.”
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Publication The Art of Knowledge Exchange : A Results-Focused Planning Guide for Development Practitioners, Second Edition Updated(Washington, DC, 2015)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.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 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. 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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.
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