By Catherine Weaver
As the preeminent overseas improvement business enterprise for the prior sixty years, the realm financial institution has attracted equivalent quantities of feedback and compliment. Critics are specially speedy to decry the area Bank's hypocrisy--the pervasive gaps among the organization's speak, judgements, and activities. within the wake of the Paul Wolfowitz management scandal in could 2006, perceptions of hypocrisy have exacted a heavy toll at the Bank's authority and fueled robust calls for for wide-scale reform. but what precisely does the hypocrisy of the realm financial institution appear like, and what or who explanations it? In Hypocrisy Trap, Catherine Weaver explores how the features of swap in a fancy foreign association make hypocrisy tricky to unravel, specially after its publicity turns into a severe probability to the organization's legitimacy and survival.
utilizing a wealthy sociological version and several other years of box study, Weaver delves into the political and cultural worlds inside of and outdoors of the financial institution to discover the tensions that incite and perpetuate prepared hypocrisy. She examines the assets and dynamics of hypocrisy within the severe instances of the Bank's governance and anticorruption time table, and its fresh Strategic Compact reorganization. the 1st booklet to resolve the puzzle of geared up hypocrisy with regards to reform on the international financial institution, Hypocrisy Trap finally enriches our knowing of tradition, habit, and alter in overseas organizations.
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Sample text
Yet this in turn makes the Bank particularly prone to the problem of conflicting demands from its multiple member states and the complex material and normative environment in which it works. Not all of these demands and norms can be reconciled or translated into feasible operational goals consistent with preexisting operational norms and routines. ”41 Moreover, talk and action may often be intentionally decoupled to placate multiple masters: espoused theories and policies to appease one set of demands and theories in action to satisfy others.
Hypocrisy is also uneven across an organization: it may be quite prevalent in some units or areas of the Bank’s work, and not in others. Ardent critics are quick to decry individual acts of incompliance with policy as hard evidence of systemic hypocrisy. Other observers are less likely to jump to such conclusions. There is a natural tendency to apply Justice Stewart’s pornography standard to hypocrisy: we know it when we see it. One way to avoid this arbitrary subjectivity is to refrain from identifying hypocrisy without substantial evidence and agreement from multiple sources.
See also International Development Association 2001. 16 The World Bank Hypocrisy Trap • 25 the formal requirements of environmental assessments are marginalized in the management of projects. 24 A 2001 review by the Bank’s own Operations Evaluation Department of efforts to mainstream the environmental agenda implicates the structure of incentives and the lines of accountability that have resisted the inclusion of environmental issues, hindered effective monitoring and evaluation, and failed to reward compliance or sanction noncompliance with EIAs and supervision requirements.