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BEGIN:VEVENT
DTSTAMP:20260430T132131Z
DTSTART;VALUE=DATE-TIME:20250211T141500
DTEND;VALUE=DATE-TIME:20250211T153000
SUMMARY:Applied Economics\, Econometrics & Public Policy (CAGE) Seminar -
  Imran Rasul (UCL)
TZID:Europe/London
UID:20250211-8ac672c5948707dc0194a73d8fc11cf5@warwick.ac.uk
CREATED:20250210T093147Z
DESCRIPTION:Title: Ideas Generation and Innovation in Bureaucracies: Evid
 ence from a Field Experiment and Qualitative Data joint with Margherita 
 Fornasari [World Bank]\, Daniel Rogger [World Bank] and Martin J.William
 s [Michigan] Abstract - We study the process of sparking innovation thro
 ugh ideas generation in bureaucracies\, combining qualitative and quanti
 tative evidence on workplace cultures\, workplace climates\, ideas gener
 ation and sharing\, and bureaucratic performance. We study these issues 
 at-scale\, working with bureaucrats in all ministries served by the Ghan
 aian Civil Service. Our qualitative evidence suggests these organization
 s have strong hierarchical cultures\, where juniors feel unable to raise
  ideas\, they are not listened to when they do\, or even fear being sanc
 tioned for doing so. Our quantitative evidence comes from a field experi
 ment training bureaucrats how to break down problems into simple solutio
 ns and raise these new ideas with colleagues. We implemented training at
  the individual level\, and at the division-level to bureaucrats working
  together day-to-day. Our key finding is that individual level trainings
  were more effective in shifting workplace climates towards being open t
 o new ideas\, measured 6-18 months post-training. This led individuals t
 o be more likely to raise and discuss new ideas\, ultimately improving a
 dministrative processes and public service delivery. Division-level trai
 ning was less effective because action plans drawn up by divisions after
  training failed to integrate in key aims of the intervention in terms o
 f the nature of innovations proposed and collective steps to implementat
 ion. Rather\, division-level plans reflected pre-existing workplace cult
 ures that unrealistically aim for resource intensive systems-wide change
 \, rather than bottom-up incremental innovation.
LOCATION:S2.79
CATEGORIES:Applied & Development Economics Seminar
LAST-MODIFIED:20250210T093147Z
ORGANIZER;CN=Gill Gudger:
END:VEVENT
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