The Logic of Renewal : Evaluation at the World Bank (1992-2002)
Modern psychology confirms that in order to adapt to the demands of a changing, sometimes hostile environment, and organisms must be able to profit from past experience. Therefore the textbook definition of learning is in three parts: (i) to find o...
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| Format: | Working Paper |
| Language: | English en_US |
| Published: |
World Bank, Washington, DC
2014
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| Online Access: | http://documents.worldbank.org/curated/en/2002/09/19881249/logic-renewal-evaluation-world-bank-1992-2002 http://hdl.handle.net/10986/20228 |
| Summary: | Modern psychology confirms that in
order to adapt to the demands of a changing, sometimes
hostile environment, and organisms must be able to profit
from past experience. Therefore the textbook definition of
learning is in three parts: (i) to find out how the
operating environment works; (ii) to recognize signals about
its evolution; and (iii) to adjust behavior in order to
survive and adapt. It follows that periodic renewal that
address all three aspects of learning are needed both for
the World Bank and for its evaluation function. Thus, the
history of the operations evaluation department (OED)
renewal is the history of its capacity to learn, that is,
(i) to adapt to the external and internal operating
environment; (ii) to identify new evaluation priorities; and
(iii) to put in place the programs, skills, and processes
needed to implement them. OED renewal articulated five
strategic objectives: (i) move evaluation to a higher plane;
(ii) shorten the feedback loop and fill evaluation gaps;
(iii) build evaluation capacity; (iv) invest in knowledge
and partnerships; and (v) manage for results. |
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