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Geoff Barnard EADI-IMWG, Dublin September 2003 ids.ac.uk/ids/eadi

Knowledge Sharing in Development Agencies: Knowledge Fortress or Knowledge Pool?. Geoff Barnard EADI-IMWG, Dublin September 2003 www.ids.ac.uk/ids/eadi. The need for better knowledge sharing . We all recognise there are huge gaps at present: Project documents that get lost

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Geoff Barnard EADI-IMWG, Dublin September 2003 ids.ac.uk/ids/eadi

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  1. Knowledge Sharing in Development Agencies:Knowledge Fortress or Knowledge Pool? Geoff Barnard EADI-IMWG, DublinSeptember 2003www.ids.ac.uk/ids/eadi

  2. The need for better knowledge sharing We all recognise there are huge gaps at present: • Project documents that get lost • Lessons from evaluations that are ignored • Consultants’ reports that get buried • Relevant research that is bypassed • Field experience that is wasted • In-country partners left out of the loop • Knowledge locked away in silos • etc. Result: mistakes repeated, resources wasted, innovations & good practice slow to spread Geoff Barnard, IDS, Sept 2003

  3. The KM revolution • Growing recognition of the importance of knowledge in development • World Bank the first to take action to improve knowledge sharing • Most other agencies have followed suit in one way or another • Thinking from the private sector have been influential – but there are important differences Geoff Barnard, IDS, Sept 2003

  4. What’s different about development agencies? Differences compared to the private sector: • Accountability – no financial bottom line, less direct accountability • Intellectual property – development knowledge is (or should) be a public good • Culture - different incentives and working environment Geoff Barnard, IDS, Sept 2003

  5. The evolution of KS in development agencies • Started at the organisation level – getting your own house in order • Internal focus has obvious advantages • Well defined audience • Can link to training, appraisal, career development • Close match to institutional agenda • Safe • But also inherent drawbacks Geoff Barnard, IDS, Sept 2003

  6. The evolution of KS systems First there was empty (cyber) space Knowledge sharing was happening through various channels but it wasn’t called that

  7. The evolution of KS systems Org B Org D Org C Org E Organisation A A big step forward, but 2 key problems ….

  8. Problem 1: Duplication S G Org B S G S Org D S G S G Org C G Org E S = Specialist Websites G = Generalist Websites Org A Result: a lot of overlap & waste of resources

  9. Problem 2: The Knowledge Fortress tendency Org B Org D Sharing with other Agencies? Org C Org E Org A

  10. Problem 2: The Knowledge Fortress tendency Org B Org D Consultants Org C Local partners Org E Sharing with other stakeholders? Civil Society Researchers Org A

  11. Problem 2: The Knowledge Fortress tendency Org B Org D Org C Org E Sharing with field offices? Org A

  12. An alternative approach: Knowledge pooling Three examples: • BRIDGE – development & gender briefing service • Livelihoods Connect – sustainable livelihoods ‘learning platform’ • DFID Health Systems Resource Centre (see paper for more details, plus a 4th example, the Governance Resource Centre) Geoff Barnard, IDS, Sept 2003

  13. 1. BRIDGE Org A Org B Org D Org C Org E Other stakeholders www.ids.ac.uk/bridge

  14. 2. Livelihoods Connect Org A DFID Other stakeholders Org C Org E Org D www.livelihoods.org

  15. 3. Health Systems Resource Centre Org A DFID Org D Other stakeholders Org C Org E www.eldis.org/healthsystems

  16. Success factors • Deliberate effort to get close to users, not just at HQ • Close relationship with the sponsoring agency • High quality standards • Emphasis on good communications • A motivated and focused staff team Geoff Barnard, IDS, September 2003

  17. Advantages • Can tap in to external skills & move quickly • More accessible to outside audiences, and contributors • Creates a richer knowledge mix • Credibility with users • A ‘neutral space’ for knowledge sharing Geoff Barnard, IDS, Sept 2003

  18. Requirements • Agreed focus among contributing agencies • Willingness to pool agendas • Relaxed attitude to branding • Trusted and credible partner(s) to manage the system • Realistic planning and funding horizon Geoff Barnard, IDS, Sept 2003

  19. Conclusions • Considerable scope for knowledge pooling • Not a replacement for an internal KS systems • One size will not fit all • Going outside the agency involves an element of risk (but so does relying on internal solutions) • This would be a good time to compare and assess different approaches • This is an interesting area for research organisations to get into Geoff Barnard, IDS, Sept 2003

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