Imagining a transformed UNESCO with learning at its core

Abstract

This paper argues that key aspects of UNESCO's organizational culture are a major impediment to the realization of its important educational agenda. Drawing upon sustained observations over a four-year period, the paper describes the nature and consequences of UNESCO's highly ritualized and ‘inward-oriented’ work activities, especially the weak links between what happens at Headquarters and the realities on the ground in formal and non-formal educational frameworks worldwide. By establishing a more open, interactive and egalitarian organizational milieu, focused on collaborative learning and knowledge creation, accumulation and dissemination, this paper argues that these linkages can be tightened. A genuine learning-oriented culture at UNESCO would encourage professional empowerment, independent thinking, human resource development, greater dialogue and critical debate, and the creation and dissemination of quality publications. Thus, for UNESCO to regain its leadership role in the education world and effectively serve as a broker of innovative ideas and effective programs, it must overcome the stultifying tendencies of its current organizational culture and find ways to develop dynamic learning cultures both from without and from within.