Communities of Practice
ADB-hosted communities o practice should be integratedinto its operations to improve development results
CoPs comprise people who share a passionor something they know how to do and whointeract regularly to learn how to do it better. Theunparalleled ability o CoPs to generate and shareknowledge makes them an accepted component o organizational development.CoPs enhance learning and empower peoplein their work. Horizontal and nonhierarchical,they are able to cross-link organizational unitsand organizations. Most comprise a core group,and inner and outer circles, with the core groupmanaging the CoP based on an agreed coordinationmandate, e.g., shaping sector and thematic agendasand developing sta skills.The core group serves as a steering committee,maintains a ormal structure, and meets throughoutthe year. The inner circle may contact the core groupon demand. The outer circle embraces interestedmembers, contributors, and interested parties in aloose network—strengthening eectiveness.
Supporting the role of CoPs
Seeing knowledge as a catalyst or change, ADB’slong-term strategic ramework or 2008–2020
A key challenge or development is how to establish special methods or identiying, creating, storing,sharing, and using the kind o knowledge that is oten unstated.
As a learning organization, ADB must build communities o practice (CoPs), and leverage them eectivelyto improve the quality o its operations. To achieve these goals, the value o its CoPs must continually beenhanced through internal and external learning to beneft their members, ADB, and the developing membercountries it serves.
ADB will enhance the short- and long-term value o CoPs it hosts. It will also empower them, so they arebetter able to upgrade their members’ and peers’ technical skills, promote the exchange o ideas and goodpractices, link with relevant sector and thematic networks inside and outside ADB, inorm ADB’s operations,and become better drivers o change.
“ADB’s communities of practice are at the heart of its knowledge generation and sharing.The experiences, perspectives, and insights their members offer help ADB lend smarter.”
—Olivier Serrat, Principal Knowledge Management Specialist
(Strategy 2020) compels us to assess and meetdeveloping member countries’ need to deliverknowledge solutions. Strategy 2020 calls onADB’s knowledge to be continuously enrichedthrough internal learning rom operationalexperience and CoPs, and external learning romstrategic partnerships.Knowledge generation and sharing enableADB-hosted CoPs to
greater and better inormed dialogue;
specifc development challenges;
specifc topics by stimulating active sharing o knowledge;
disciplines with ADB’s organizational structure;
(and outside practitioners) who share similargoals, interests, problems, and approaches; and
and ADB audiences, clients, and partners.
ADB’s Strategy 2020
meeting the needs o Asiaand the PacifcStrategic Direction
Inclusive Economic Growth
Drivers o Change
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