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Communities of Practice 101

Communities of Practice 101

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The potential for communities of practice in an organization is enormous. But their success hinges on a wide range of factors—from readiness to structure, champions to members. Find out the basic ingredients needed in setting up productive and sustainable communities of practice.
The potential for communities of practice in an organization is enormous. But their success hinges on a wide range of factors—from readiness to structure, champions to members. Find out the basic ingredients needed in setting up productive and sustainable communities of practice.

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Categories:Types, Research
Published by: ADB Knowledge Solutions on Mar 07, 2012
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05/14/2012

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Knowledge Showcase
 
Communities of Practice 101
By Leah Arboleda and Olivier Serrat
•CoPsaregroupsoflike-minded,interactingpeopledenedbywhattheircommunityisabout,howitfunctions,andwhatcapabilitiesitproduces.•TheestablishmentofCoPsrequiresreadinessintheirhostorganization,soundstructure,andthedeliveryofquicksteps.Theirmanagementcanusefullyfollowthe5Dmodel:discover,dream,design,document,anddisseminate.•Tosucceed,CoPsshouldmonitorrelevanceandpeformanceintheirdomain,membership,normsandrules,structureandprocesses,owofenergy,results,resources,andvalues.
 November 2011
Knowledge Management
37
KeyFeaturesofCoPs
Denition.
Communities of practice (CoPs) gather peoplewho share a common passion for something they do and whointeract regularly to learn how to do it better. They are peer-to- peer collaborative networks driven by the willingness of their members to share work-related knowledge, further develop
expertise, and solve problems in a specic domain.
Functions.
CoPs lter information; amplify innovative ideas;
and invest and provide resources to implement activities. They
convene different, distinct people or groups of people; promoteand sustain community building; and help members completeactivities more efciently and effectively.
Capabilities.
CoPs identify, create, store, share, and use knowl-
edge; reduce rework and reinvention of the wheel; and permit
faster problem solving and response time to needs and inquiries.They illuminate good practice, spawn new ideas for productsand services, enable accelerated learning, connect learning toaction, and improve organizational performance.
KeyAttributes.
Six key attributes characterize CoPs:
•
 Domain
refers to the shared area of inquiry or sector andthematic orientation.
•
Community
refers to the relationships among the activemembers and the sense of belonging the group provides.
•
Structure
refers to the balance of formal and informalrelationships within the CoP.
•
 Mandate
refers to the priority that management of the hostorganization ascribes to the CoP.
•
 Motivation
refers to the personal interest and priority thatmembers assign to the CoP in their daily work.
•
 Practice
refers to the body of methods, stories, cases, tools,documents, and associated know-how of a CoP’s member thatothers recognize.
SettingupCoPs
Readiness.
An organization is ready to host a CoP and allocateresources to it if the CoP’s domain is relevant and the organiza-tion values knowledge management and learning. The partiesmust share common values and the outcome of establishment
must be relevant and benecial to the organization and its
 personnel.
Structure.
Most CoPs comprise a core group, an inner circle,and an outer circle. The core group manages the CoP based onan agreed coordination mandate and provides secretarial sup- port as necessary. The inner circle serves as a steering commit-tee and comprises active members and contributors. The outer circle comprises interested members, contributors, and readersin a loose network.

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