Communities Of Practice: Prepare Stories Add Elements Of Infrastructure, Link With Strategies Careful About Time
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Louis Louisde deMerode: Merode: Prepare Preparestories stories
Louis de Merode [email protected] © 2000 Silver Creek Associates
Add Addelements elementsofofinfrastructure, infrastructure,link linkwith with strategies strategies Careful Carefulabout abouttime time
Communities of Practice
Communities of Practice: What Kind of a Community? ACTION- ORIENTED C O N N E C T I O N
C
O
CP
M
M
U
N
I
T
T A S K
I
E S
SPECULATIV E 2of 17
More on What they are, are not •Group with a common action-related interest •Committed to help each other learn •Membership fixed or fluid •Participation voluntary •Co-located or virtual •No joint output accountability
Not a network Not a team
3of 17
How did they come about?
Complexity, globalization Downsizing, reengineering Technology New Theories about Knowledge New Theories about Learning
4of 17
What Can they do for You? Provide a home base for learning needs Break down organizational silos
Spread good ideas
Increase individual competence
Produce innovation
Initiate newcomers
Solve problems
Save avoidable mistakes
Help attract and keep good people Improve the quality of work life Develop strategic competencies
Improve quality
IN A WORD, THEY SHARE AND CREATE KNOWLEDGE 5of 17
What is Knowledge that it can be shared?
Two Kinds: Explicit Can be communicated symbolically
Tacit Too subtle, beyond (self)awareness, too deeply embedded
6of 17
Where Does Knowledge Reside? People’s heads
Communities
Objects in communities
WHICH IS BETTER OFF? •A company changing all its people? •A company whose headquarters have just burned?
7of 17
How do Communities Share and Create Knowledge? They ask for help when they are stuck They draw lessons together from their experiences
They warn each other of the blind alleys they have gone down and the failures they have experienced
They explore topics together
They share the ideas that have worked for them
They record what they learn together
NONE OF THIS IS NEW, BUT OFTEN IT HAPPENS INFORMALLY (inefficiently) AND IT DOESN’T HAPPEN ENOUGH 8of 17
Different Legitimate Roles lurkers
core members leaders
occasional contributors
9of 17
CoP Success: the Keys Strategy
Trust
Shared purpose, “passion” Shared need Clear value potential Agreed strategies
Commonalities of interest Developed personal relationships Record of mutual support Safe, non-judgmental space
Fit
Efficient processes Common language Known resources Group norms Problem-solving routines Multiple communication channels
10of 17
Strategy What is it that we are doing and for whom? (mission) Why are we doing it? (purpose) Who are we? (identity) What do we stand for? (values) How important is our purpose for us? (motivation) What/where do we want to be? (vision) How do we get there? (strategies) How do we know if we are making progress (measures)? 11of 17
Trust
Identity: having traits in common, Commitment: caring about the success of the community, about its individuals
A safe environment in which to admit to ignorance
12of 17
Designing efficient processes Group constraints, preferences? How comfortable with new technology - how much structure? How intrusive? How integrated with work? How much time is available? Strategies
Support
What are group strategies?
How much time and money is the organization prepared to make available?
How to implement them? What opportunities are offered by technology?
What specialized support can be mobilized?
How to interface with work? Technology
What is the infrastructure? What is the choice of media? What are the suitable alternatives? How to choose? How to support? 13of 17
Fit: How Congenial is the Organization?
How supportive is management? How is contribution recognized and rewarded? How does knowledge sharing fit with the culture?
14of 17
The Leadership Dance
Community
Practice
Seek participation Manage entry and re-entry Take lead in organizing community events, building trust Coach participants on effective behaviors Develop external relations
Model sharing, learning, participating Harvest learnings Weave the threads of the conversation together Lead towards the next level of learning 15of 17
Community Development Tasks Developing repertoire: gradually becoming more sophisticated about what works and what doesn’t for the community.
Progressing through the learning levels: Pro-active, strategic or transformational, Haphazard, incremental
Boundaryless
(through the development of learning agendas)
Parochial
(exchanges of tips and ad-hoc problem-solving) 16of 17
STRETCHING THE CP VISION: Constellations and Fractals
Global CPs can be
unwieldy. At Shell Oil, they connect fractal-like with local CPs who have their own core groups, etc.
CPs can link with each other, and cover complex, articulated domains, such as strategic competencies.
17of 17
Louis de Merode [email protected] © 2000 Silver Creek Associates
Add Addelements elementsofofinfrastructure, infrastructure,link linkwith with strategies strategies Careful Carefulabout abouttime time
Communities of Practice
Communities of Practice: What Kind of a Community? ACTION- ORIENTED C O N N E C T I O N
C
O
CP
M
M
U
N
I
T
T A S K
I
E S
SPECULATIV E 2of 17
More on What they are, are not •Group with a common action-related interest •Committed to help each other learn •Membership fixed or fluid •Participation voluntary •Co-located or virtual •No joint output accountability
Not a network Not a team
3of 17
How did they come about?
Complexity, globalization Downsizing, reengineering Technology New Theories about Knowledge New Theories about Learning
4of 17
What Can they do for You? Provide a home base for learning needs Break down organizational silos
Spread good ideas
Increase individual competence
Produce innovation
Initiate newcomers
Solve problems
Save avoidable mistakes
Help attract and keep good people Improve the quality of work life Develop strategic competencies
Improve quality
IN A WORD, THEY SHARE AND CREATE KNOWLEDGE 5of 17
What is Knowledge that it can be shared?
Two Kinds: Explicit Can be communicated symbolically
Tacit Too subtle, beyond (self)awareness, too deeply embedded
6of 17
Where Does Knowledge Reside? People’s heads
Communities
Objects in communities
WHICH IS BETTER OFF? •A company changing all its people? •A company whose headquarters have just burned?
7of 17
How do Communities Share and Create Knowledge? They ask for help when they are stuck They draw lessons together from their experiences
They warn each other of the blind alleys they have gone down and the failures they have experienced
They explore topics together
They share the ideas that have worked for them
They record what they learn together
NONE OF THIS IS NEW, BUT OFTEN IT HAPPENS INFORMALLY (inefficiently) AND IT DOESN’T HAPPEN ENOUGH 8of 17
Different Legitimate Roles lurkers
core members leaders
occasional contributors
9of 17
CoP Success: the Keys Strategy
Trust
Shared purpose, “passion” Shared need Clear value potential Agreed strategies
Commonalities of interest Developed personal relationships Record of mutual support Safe, non-judgmental space
Fit
Efficient processes Common language Known resources Group norms Problem-solving routines Multiple communication channels
10of 17
Strategy What is it that we are doing and for whom? (mission) Why are we doing it? (purpose) Who are we? (identity) What do we stand for? (values) How important is our purpose for us? (motivation) What/where do we want to be? (vision) How do we get there? (strategies) How do we know if we are making progress (measures)? 11of 17
Trust
Identity: having traits in common, Commitment: caring about the success of the community, about its individuals
A safe environment in which to admit to ignorance
12of 17
Designing efficient processes Group constraints, preferences? How comfortable with new technology - how much structure? How intrusive? How integrated with work? How much time is available? Strategies
Support
What are group strategies?
How much time and money is the organization prepared to make available?
How to implement them? What opportunities are offered by technology?
What specialized support can be mobilized?
How to interface with work? Technology
What is the infrastructure? What is the choice of media? What are the suitable alternatives? How to choose? How to support? 13of 17
Fit: How Congenial is the Organization?
How supportive is management? How is contribution recognized and rewarded? How does knowledge sharing fit with the culture?
14of 17
The Leadership Dance
Community
Practice
Seek participation Manage entry and re-entry Take lead in organizing community events, building trust Coach participants on effective behaviors Develop external relations
Model sharing, learning, participating Harvest learnings Weave the threads of the conversation together Lead towards the next level of learning 15of 17
Community Development Tasks Developing repertoire: gradually becoming more sophisticated about what works and what doesn’t for the community.
Progressing through the learning levels: Pro-active, strategic or transformational, Haphazard, incremental
Boundaryless
(through the development of learning agendas)
Parochial
(exchanges of tips and ad-hoc problem-solving) 16of 17
STRETCHING THE CP VISION: Constellations and Fractals
Global CPs can be
unwieldy. At Shell Oil, they connect fractal-like with local CPs who have their own core groups, etc.
CPs can link with each other, and cover complex, articulated domains, such as strategic competencies.
17of 17
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