World Bank: Antagonistic Yet Pervasive
by A different outlook postered within World Bank.
Let us look at World Bank when James D. Wolfensohn reside as President to be able to accurately measure its accomplishments. His answer to the Bank in crisis is the Strategic Compact. This identified three (3) major targets for reform. They are:
- Redefine the Bank’s core mission;
- Rationalize the structure (organizational) in purpose to become more responsive to ”client” (borrower state) demands;
- Improve project management and increase loan portfolio performance ratings.
How does one redefine the Bank’s core mission? New development agendas must be enhanced. Policies must be safeguarded to renew the look from the donor state, NGO and civil society critics.
How can rationalizing be executed properly? By completely downsizing and centrally inspecting all the mission and objectives outlined by the borrower state, rationalization could be well achieved.
How could improvement be executed accordingly? By streamlining and decentralizing project cycles while at the same time, demonstrating the bank’s essential effectiveness into what transpired as a given magnitude of results (per loan arrangements).
Now we may see two (2) conclusions (or lessons) relevant to the Strategic Compact. The first is that future reform will be endangered by what might be called ‘goal dissonance’ – adoption of too many inconsistent reform goals. Due to some policies which are not desirable or feasible enough to attract financial support. Thus, conflicting matching orders becomes inevitable to make an equivocable reform failure.
The second is that of a warning about the extent to which reform originating from top-level management (or from outside management sources) will incite variable cultural and behavioral change in the organization. This tendency on bureaucratic ideologies, norms and routine changes emphatically which eventually evolve in a fast fashion now difficult to comprehend (a ‘crisis’).
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