The Matrix System at Work - Independent Evaluation Group - World ...
The Matrix System at Work - Independent Evaluation Group - World ...
The Matrix System at Work - Independent Evaluation Group - World ...
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CHAPTER 3<br />
THE PROMISE OF A KNOWLEDGE BANK<br />
percent of staff from SDN sectors (primarily SDN) reporting familiarity compared to<br />
60 percent for HDN and PREM staff, country-based staff being far less familiar with<br />
DEC research than staff in headquarters. Familiarity with DEC research is one step<br />
removed from using it in Bank oper<strong>at</strong>ions. Those who benefited from actual<br />
collabor<strong>at</strong>ion with DEC were very positive about the high quality of input received<br />
from DEC staff, but the vast majority of oper<strong>at</strong>ions did not benefit directly from<br />
DEC. DEC’s work is geared heavily toward knowledge as a public good. While this<br />
clearly is a useful contribution, the disconnect from the Bank’s country oper<strong>at</strong>ions<br />
warrants some rethinking. At a minimum, DEC may want to invest in ways to<br />
improve internal dissemin<strong>at</strong>ion of research findings in a form th<strong>at</strong> is easily<br />
accessible by oper<strong>at</strong>ional staff.<br />
Table 3.4. Most Units Do Not Use a Substantial Amount of Knowledge Produced Elsewhere<br />
Survey question<br />
SMs: To wh<strong>at</strong> extent have oper<strong>at</strong>ions in your portfolio used<br />
knowledge products or analytical work produced by . . .<br />
CDs: To wh<strong>at</strong> extent has your CMU received useful knowledge<br />
from . . .<br />
Sector<br />
managers<br />
(n=30)<br />
Country directors<br />
(n=10-11)<br />
Percent indic<strong>at</strong>ing to a substantial<br />
or very large extent<br />
. . . Development Economics VPU? 10 18<br />
. . . <strong>World</strong> Bank Institute? 17 0<br />
. . . Network anchors? 0<br />
. . . other regions? 37 18<br />
. . . other units in your VPU? 37 50<br />
Source: IEG staff survey<br />
Tacit Knowledge Does Not Flow<br />
3.32 <strong>The</strong>re are two primary vehicles for the movement of tacit knowledge<br />
within the Bank, integral to making the m<strong>at</strong>rix work effectively. <strong>The</strong> first is the<br />
periodic rot<strong>at</strong>ion of staff between departments and Regions. <strong>The</strong> second is the use of<br />
expertise from staff across units as temporary inputs for specific tasks, also known<br />
as cross support.<br />
STAFF ROTATION<br />
3.33 Staff mobility has been a slow vehicle for the flow of tacit knowledge.<br />
Under the Bank’s 3-5-7 policy in place since 2003, staff should remain in their<br />
assignments for three years for the sake of continuity, are encouraged to apply for<br />
rot<strong>at</strong>ion within five years, and should expect a rot<strong>at</strong>ion to a unit in another vice<br />
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