Effective
use of information, knowledge and learning is
central to bringing together knowledge, policy
and practice. However, a large proportion
of the literature on knowledge management (KM)
is developed by, and aimed at, the corporate
sector. Therefore, business rationales of organisational
efficiency and financial profit strongly characterise
much of the KM literature and recommendations.
Development agencies can benefit from these KM strategies because
they also need to improve organisational efficiency.
However, the overarching goals of poverty reduction
and achieving the Millennium Development Goals
(MDGs), which guide many development agencies,
require that KM and learning in the development
sector contribute not only to internal efficiency
but also to issues such as improved responsiveness,
partnership and policy influence.
A detailed study of knowledge and learning systems in 13 development
agencies found a wide range of approaches being
used with a variable degree of success. All organisations
felt they could be doing it better, and even
in the most accomplished of initiatives there remains a sense of dissatisfaction,
due to the drive for continuous improvement that is at the heart of
knowledge strategies.
The study found this ambition, rather than specific tools and processes, is crucial to establishing a successful learning organisation. There are many internal obstacles to change and it is vital to work within existing resource constraints towards specific, realistic and measurable goals.
