Question

World Bank (US) James Wolfensohn, president of the World Bank, wanted a shift in paradigm from knowledge repositories and communities of practice. He was looking for a deepening in maturity of KM activities more towards engaging with external partners and utilising the combined knowledge towards effective local solutions. In 1996 James Wolfensohn put forward a vision of the World Bank as a 'knowledge bank. He did not see lending alone as achieving poverty reduction. Instead, he believed that knowledge sharing of 'know how on project implementation internally within the World Bank and with external partners was more likely to have a greater impact. Knowledge was clearly seen as more powerful in poverty reduction than simply providing financial loans. This was a radical step away from former perceptions of the role of the World Bank and called for a radical change in mindsets of all employees. Information technologies and the internet were seen as useful catalysts for tapping into the vast store of dispersed knowledge within the World Bank and mobilising this knowledge for local initiatives. At this time, Washington was the central locus of World Bank activities. Anything of any importance had to be sanctioned through the Washington HQ. Often when field officers contacted Washington offices over development assistance, the problem would be resolved on the ground before any response was forthcoming. It usually could take a month simply for documents to go backwards and forwards between Washington and the field site. The effectiveness of these centralised operations was being questioned. James Wolfensohn recognised that technology could provide an answer to some of their challenges, but he was mindful that in many client countries there was a lack of basic infrastructure such as electricity and telecommunications capabilities. Following an in-depth analysis of the various technological options, the World Bank selected satellite technology as the most appropriate global communications technology particularly given the deficiencies of basic infrastructure in many countries. In order to become a 'knowledge bank', the World Bank adopted the notion of 'communities of practice as a key strategy. They called these 'thematic groups and saw them as the best way of creating and sharing knowledge. The thematic groups were informal groups that had some work-based social connection. The informality of the groups allowed trust to develop and a greater propensity for colleagues to engage in dialogue and discussion over work-related issues. This often resulted in individuals freely sharing their knowledge and expertise and, at times, the creation of new knowledge from the dialogue and interaction. Soon there were more than 100 thematic groups recognised by the bank. hoo wrid hasah

i need to solve that case study and answer will be 400 words

Answer 1

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