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Co p lance favourite model_170414

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Co p lance favourite model_170414

  1. 1. Communities of Practice 1st May, 2014
  2. 2. 2 Document Title  Communities of Practice (CoPs)  Why and the Business Benefits  Structural Dynamics of a CoP  CoP versus Formal Work Group  Paradox of Management  The role of OD  Critical Success Factors & Challenges  Where to begin? Low Hanging Fruit? Overview
  3. 3. 3 Document Title Communities of Practice (CoP)  A Community of Practice (CoP) is a group of people who share a craft and/or profession  CoPs were common in ancient times with metalworkers, potters and masons sharing their craft  CoPs can evolve informally (due to a common interest) or created formally (with assistance) with the goal of gaining knowledge related to their field  Members share information and experiences and have an opportunity to develop themselves personally and professionally  Cognitive Anthropologists Jean Lave and Etienne Wenger are thought leaders in this space
  4. 4. 4 Document Title Why and the Business Benefits  Organisations are in the business of knowledge. Competitive advantage is gained through the exploitation of knowledge  Tacit versus non-tacit knowledge (20% - Relationships)  Benefits might include: o Innovation and Achievement o Cost-savings and efficiencies o Increased customer satisfaction o Higher engagement o Talent management and retention
  5. 5. 5 Document Title CoP versus Formal Work Group What’s the purpose? Who belongs? What holds it together? How long does it last? CoP To develop members’ capabilities; to build and exchange knowledge Members who select themselves Passion, commitment, and identification with the group’s expertise As long as there is interest in maintaining the group Formal Work Group To deliver a product or service Everyone who reports to the group’s manager Job requirements and common goals Until the project has been completed Source: Wenger and Snyder, Communities of Practice: The Organizational Frontier – Harvard Business Review
  6. 6. 6 Document Title Structural Dynamics of a CoP Source: Bersin and Associates, Structural Dynamics of a Community of Practice
  7. 7. 7 Document Title A Paradox of Management  Can you formally establish an informal social network?  “Although CoPs are fundamentally informal and self-organizing, they benefit from cultivation.”  By their very nature CoPs are informal and member-driven, but require assistance with coordination and obtaining resources (budget etc)  Intentionally Nurture don’t Manage
  8. 8. 8 Document Title OD’s role  Identify potential communities of practice that will enhance the company’s strategic capabilities o Define relevant business challenge (Domain)  Provide the infrastructure that will support such communities and enable them to apply their expertise effectively  Use non-traditional methods to assess the value of the company’s CoP
  9. 9. 9 Document Title Critical Success Factors / Challenges  WIIFM – Why would employees voluntarily participate and exert discretionary effort?  Leadership formally acknowledge the role of CoPs. Snr. Leaders act as sponsors helping to coordinate and resource CoP activity NOT set agenda  Organisation needs to be open to ‘distributed leadership’ approaches. CoPs are not defined by a formal hierarchy  Learning Culture (refer to L&D Scorecard results)  Strong company vision lends impetus to the development of CoPs  Commitment and time to participate (Wengers 3 Levels of Participation)  Celebrate Successes  Value CoP participation as a legitimate and revered form of professional growth
  10. 10. 10 Document Title  Identify the Domain likely to generate interest  Conduct Delphi evaluation process to identify Domain interest areas  Engage thought leaders; negotiate their role in CoP with their manager/s. Formalise role with a Goal in their WEDP (their efforts are reflected in their performance review). Where to begin? Low Hanging Fruit?
  11. 11. 11 Document Title  Social Media  Digital Platforms  Business Intelligence & Data  Technology Collaboration  Understanding the Audience  Technological change (Role of T&D, PMO, Project Phases)  Writing a good story  Video-journalism/Multimedia Journalism  Re-purposing content for multiple platforms (Rhiannon Elstom)  Use of SharePoint as a communications/collaboration tool Potential Domain Areas
  12. 12. 12 Document Title  CoPs give you not only the golden eggs but also the goose that lays them

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