Collective action through a ‘Communities of Practice’ approach: improving post-crisis recovery through agricultural research
The document discusses using communities of practice to facilitate collective action in agricultural research following crises. It describes communities of practice as groups that share a domain of interest and learn from each other through joint activities and discussions. Key characteristics include developing shared experiences and tools. Communities of practice can enhance capabilities by enabling practitioners to collectively manage knowledge and creating direct links between learning and job performance. Factors for success include having a strategically relevant shared domain, visible management support, adequate resources, and involvement of experts in the domain of practice. The document raises questions about whether communities of practice are suitable for facilitating collective action in this context and if adaptation is needed.
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Collective action through a ‘Communities of Practice’ approach: improving post-crisis recovery through agricultural research
- 1. Collective Action Through a ‘Communities of Practice’ Approach Improving post-crisis recovery through agricultural research Presented by Ravi Prabhu at the Workshop on Defining a Strategic Agricultural Research Agenda on Post-Crisis/Post-Shock Recovery in Highly Stressed Systems, Nairobi, May 22-23, 2008
- 2. Overview Regional Plan Approach to Collective Action Communities of Practice Adapting and Operationalising Conclusion
- 4. Communities of Practice Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. Etienne Wenger
- 6. Enhancing capability Enable practitioners to take collective responsibility for managing the knowledge they need, as they are often in the best position to do this. Create a direct link between learning and performance, as the same people participate in communities of practice and in ‘operational’ units. Allows addressing the tacit and dynamic aspects of knowledge creation and sharing, as well as the more explicit aspects. Not limited by formal structures: they create connections among people across organizational and geographic boundaries.
- 7. Why CoP? Strategic capabilities Keeping abreast Innovation Retention of talents New strategies Problem solving Time saving Knowledge sharing Synergies Reuse of resources Organization Personal development Reputation Professional identity Network Marketability Help with challenges Access to expertise Confidence Meaningful work Fun with colleagues Members Long term value Short term value
- 8. Critical success factors Strategic relevance of domain Visible management sponsorship, but without micro-management Dance of formal and informal structures Adequate resources Consistent attitude Domain that energizes group Skillful and reputable coordinator Involvement of experts Address details of practice Right rhythm and mix of activities Organization Community
- 10. Thank you for your attention!