Publication Date

6-2009

Abstract

{Excerpt} Knowledge from evaluations will not be used effectively if the specific organizational context, knowledge, and relationships of evaluation agencies, and the external environment they face, are not dealt with in an integrated and coherent manner. Knowledge management can shed light on this and related initiatives can catalyze and facilitate identification, creation, storage, sharing, and use of lessons.

Most development agencies have committed to become learning organizations. But the use of evaluation for learning may be less important than that of other inputs, such as self evaluation and training, and evaluation results may only marginally support policy, strategy, and operational changes. In 2006, the Independent Evaluation Department in the Asian Development Bank determined to apply knowledge management to lesson learning. In 2007, it formulated a strategic framework to improve the organizational culture, management system, business processes, information technology solutions, community of practice, and external relations and networking for that. These Knowledge Solutions explain the strategic framework. They also describe the knowledge audit methodology developed to tie in with the department’s audiences. The online, questionnaire-based survey of perceptions conducted as a first exercise that year provided ready and multiple entry points against which the department can take measures to that intent, as well as a comprehensive baseline assessment against which to judge progress. Fundamentally, these Knowledge Solutions contend that evaluation agencies should move from “make-and-sell,” at the simplest level, to “sense-and-respond” in ways that are increasingly satisfying to stakeholders. Knowledge from evaluations will not be used effectively if the specific organizational context, knowledge, and relationships of evaluation agencies, and the external environment they face, are not dealt with in an integrated and coherent manner. Knowledge management can shed light on possible operating frameworks for this and knowledge management initiatives can be applied to catalyze and facilitate identification, creation, storage, sharing, and use of lessons. That would be knowledge utilization indeed.

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Suggested Citation

Serrat, O. (2010). Learning lessons with knowledge audits. Washington, DC: Asian Development Bank.

Required Publisher's Statement

This article was first published by the Asian Development Bank (www.adb.org)

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