Professional Documents
Culture Documents
Olivier Serrat
2010
The views expressed in this presentation are the views of the author/s and do not necessarily reflect the views or policies of the Asian Development Bank, or its Board of Governors, or the governments they represent. ADB does not guarantee the accuracy of the data included in this presentation and accepts no responsibility for any consequence of their use. The countries listed in this presentation do not imply any view on ADBs part as to sovereignty or independent status or necessarily conform to ADBs terminology.
Economy
Environment
Polity
Technology
Learning
Organization People Knowledge Technology
Organization
People
Knowledge
Technology
Survey Responses
2. Learning culture
3. Formal organizational structure 4. Informal organizational structure 5. Communication system 6. Resources 7. Approach to learning 8. Planned learning 9. Emergent learning 10. Failures and unintended outcomes Average
12
8 4 7 5 4 7 7 3 7
39
38 43 41 38 35 42 52 34 41
23
23 29 23 17 34 25 21 36 25
16
23 14 18 26 18 16 13 9 17
7
7 3 6 8 5 7 4 5 6
2
2 7 5 5 4 4 3 13 5
3 2 4
37 24 48
23 25 22
22 29 16
11 15 6
4 6 4
Average
35
27
23
2. Learning culture
3. Formal organizational structure 4. Informal organizational structure 5. Communication system 6. Resources 7. Approach to learning 8. Planned learning 9. Emergent learning 10. Failures and unintended outcomes Average
5
4 4 2 4 3 3 2 2 4
42
55 47 34 30 38 27 35 30 39
27
23 26 24 28 29 21 31 32 26
20
14 11 27 20 18 32 20 19 19
4
3 5 8 7 4 12 4 4 6
2
2 7 4 11 7 5 9 13 7
Statement 8 (Internal sources of expertise) Information and communication technologies are successfully used to enable people to identify internal sources of expertise. (31% Neutral)
5. Connections
6. Innovation and creativity 7. Good practices 8. Internal sources of expertise 9. Creative use 10. Opportunities
4
4 4 4 7 5
45
38 44 38 46 43
27
29 30 31 21 23
13
18 15 17 17 19
3
6 3 5 3 7
7
5 4 5 4 3
Average
47
25
14
Subsystem Comparison
Highest rate of agreement (74%) concerns Statement 4 (Corporate developments): ADB had made successful use of information and communication technologies to keep people informed and aware of corporate developments (Technology Subsystem).
Highest rate of disagreement (44%) concerns Statement 8 (Organizational memory): ADB has a resilient organizational memory and is not vulnerable to the loss of important knowledge when staff members move to other jobs in the organization or leave (Knowledge Subsystem).
Subsystem Comparison
Highest rate of "don't know" responses concerns
Statement 10 (Failures and unintended outcomes): Failures and unintended outcomes are the focus of constructive discussions leading to new approaches (13%, Organization Subsystem). Statement 6 (Evaluations): Evaluations are carefully designed with learning (as well as accountability) in mind. Systems ensure that the outputs of internal and independent evaluations are made widely available; carefully examined; and used to influence decision making and planning, question orthodox thinking, and trigger creativity and innovation (11%, Knowledge Subsystem).
Statement 10 (After-action reviews and retrospect's): Adoption of after-action review and retrospect's to learn from experiences has been successful (13%, Knowledge Subsystem).
Overall Results
Overall Results
Feedback from staff members on each statement deserves dedicated attention.
Among the four subsystems, staff members perceive ADB to be most competent in the technology subsystem need more improvement in the people subsystem Based on the average percentage of respondents who collectively agree (Strongly Agree and Agree) to the 10 statements Technology Subsystem ranks first (53%) Organization Subsystem ranks second (48%) Knowledge Subsystem ranks third (43%) People Subsystem ranks fourth (38%)
Concluding Remarks
The survey response rate of 9% is acceptable (given likely survey fatigue in ADB) and compares reasonably with good feedback for an online survey (10%).
Some departments exhibit high response rates that demonstrate what is possible when there is participant interest and management encouragement. Using a five-point Likert scale, a significant number of "strongly agree" and "agree" responses are required to balance "neutral," "disagree," and "strongly disagree" responses. It is therefore highly unlikely that any organization can achieve a mean score of 4 or the ideal score of 5. The survey mean scores per subsystem are all above 3 (the score that represents "neutral"), which indicates a somewhat favorable yet uncertain view of ADB's capacities.
Concluding Remarks
The value of a survey increases when there are two or more data sets to be compared. It is recommended that the Learning for Change Survey be repeated annually. Investigations are needed on what is likely to encourage higher response rates: feedback of findings from the survey, sharing evidence that the survey has led to actions being taken, and management encouragement to participate.
References are invited to Knowledge Solutions (http://www.adb.org/site/knowledgemanagement/knowledge-solutions), the Knowledge Management and Learning Series, and the Learning for Change Primers.
Responses by Department
Department Position Not Indicated Administrative Staff National Officers Professional Staff No. of Respondents No. of Staff Response Rate
BPMS
COSO CTL CWRD DER EARD ERD
0
0 0 0 0 0 0
5
3 2 2 1 1 1
0
0 2 0 1 1 2
1
1 2 4 1 12 1
6
4 6 6 3 14 4
149
82 157 267 27 62 63
4
5 4 2 11 23 6
IED
OAS OCO OCRP
0
0 0 0
4
3 0 1
1
12 1 0
4
3 2 0
9
18 3 1
48
147 37 5
19
12 8 20
OGC
OIST OSPF
0
0 0
4
0 1
0
2 1
3
2 1
7
4 3
57
118 4
12
3 75
Responses by Department
Department Position Not Indicated Administrative Staff National Officers Professional Staff No. of Respondents No. of Staff Response Rate
PARD
PSOD RSDD SARD SEC SERD SPD
0
0 0 0 0 0 0
2
2 8 18 5 26 5
0
3 5 0 2 4 3
2
5 14 12 5 32 5
4
10 27 30 12 62 13
89
91 126 314 33 128 51
4
11 21 10 36 48 25
TD
TRANS
Not Indicated
0
0 5 5
2
0 0 96
2
0 0 42
0
1 0 113
4
0 5 256
93
36
4
3
TOTAL
Olivier Serrat
Principal Knowledge Management Specialist Knowledge Management Center Regional and Sustainable Development Department Asian Development Bank
knowledge@adb.org www.adb.org/knowledge-management www.facebook.com/adbknowledgesolutions www.scribd.com/knowledge_solutions www.twitter.com/adbknowledge