Communities of Practice. Luis Chavez Career Ladders Project

Transcription

1 Communities of Practice Luis Chavez Career Ladders Project

2 Define: Community of Practice Communities of practice are groups of people who share a passion for something they know how to do and who interact regularly to learn how to do it better. They enhance learning and empower people in their work. They have become an accepted part of organizational development. One of the challenges of development is how to access and share tacit knowledge. Tacit knowledge needs must be transmitted by special methods. Top learning organizations build CoPs, leverage them with effect, and link them to networks of practice. The simple act of joining and being regularly involved in organized groups has a very significant impact on individual health and wellbeing.

3 The Value of Communities of Practice Short-Term Value to Members Help with challenges Access to expertise Confidence Fun with colleagues Meaningful work Short-Term Value to Organization(s) Problem solving Time saving Knowledge sharing Synergies across areas Reuse/leveraged of resources Long-Term Value to Members Personal development Reputation Professional identity Collaborative advantage Marketability Long-Term Value to Organization Strategic capabilities Keeping abreast Innovation Retention of talent New strategies

4 Basic Structure of Communities of Practice The core group manages the CoP based on an agreed coordination goals. It provides infrastructure support as necessary through internal and external key stakeholders. The inner circle serves as a steering committee with an informal structure, meeting once or twice a year. (Communication between all members needs to be facilitated and supported.) The outer circle embraces interested members, contributors in a loose and open network.

5 Functions of Communities of Practice Filtering Amplifying Investing and Providing Convening Community- Building Learning and Facilitating Organizing and managing information that is worth paying attention to Taking new, little-known, or little-understood ideas, giving them weight, and making them more widely understood Offering a means to give members the resources they need to carry out their main activities Bringing together different, distinct people or groups of people Promoting and sustaining the values and standards of individuals or stakeholder organizations Helping members carry out their activities more efficiently and effectively

6 Elements of Communities of Practice Structure Domain Community Demand Motivation Practice The balance of formal and informal relationships. Hierarchy is not an important element to CoPs. Most CoPs crosslink organizational departments, work teams and interest areas. The definition of the area of shared inquiry (thematic orientation) and of the key issues that relate to it. The relationships among active members and the sense of belonging that these give them. The priority that leadership ascribes to the CoP, with resource implications. It defines the space or thematic focus and the expected results. It opens the space for self-commitment by members. The personal interest and priority that members assign to the CoP in their daily work. The body of information and knowledge, e.g., methods, stories, cases, tools, documents, and associated know-how. Each member has a practice in the domain, which other members recognize.

7 Designing and Building Capacity for a Community of Practice Discover Exploring relationships Dream Synthesizing individual narratives Design Developing operational processes Document Engaging in learning and documenting knowledge Disseminate Disseminating and reconnecting

8 Starting a Community of Practice Set the Strategic Context A strategic context lets a CoP find a legitimate place home in a host organization. Knowledge Norming CoPs are a familiar experience, but members need to understand how the new CoP fits in their work. Articulate a strategic value proposition. Identify critical development challenges. Articulate the need to leverage knowledge. Communicate in varies forms (presentations, workshops, electronic means) to level knowledge about the COP to all. Help members appreciate how CoPs are inherently selfdefined and self-managed. Establish a language that legitimizes the CoP and establishes its place in the host organization.

9 Starting a Community of Practice Get Going Cultivate the CoP quickly to create early examples that allow staff members to learn by doing. Integrate A host must have structures and processes to include the CoP, while respecting its roots in personal passion and engagement. Gather the core group to prepare and initiate the launch. process. Interview prospective members to understand issues, discuss the community, and identify potential leaders. Identify areas where there is readiness and potential. Help members organize initial value-adding activities. Get a few pilots going as soon as possible. Encourage members to steward their knowledge. Integrate the CoP into the organizational structures, processes, and communication where members belong. Identify and work to remove obvious barriers to growth and development. Align key structural and cultural elements.

10 Starting a Community of Practice Support CoPs can use lighthanded guidance and technology infrastructure. Identify needs and define adequate infrastructure without undue reliance on complex technology. Provide process support, coaching, and logistic assistance. Encourage Practitioners usually see the value of working as a community but may always feel supported. Encourage participation. Value the work of the CoP. Publicize success.

11 Asking, Learning, and Sharing Every Single One of Us Working in Teams As a Community Ask I ask questions. Inquiring minds are welcome here. We check first to see what already exists. We question accepted wisdom. Learn I contextualize learning to make it real. We connect and take opportunities to learn. We review lessons as we go and apply our learning. Share I share personal details, roles, and skills. We share experience, evidence, and feedback. We share achievements, outcomes, and pride.

12 Culture of Inquiry and Evidence and Community Activities Once purpose has been defined, the next important planning activity is to frame the assessment infrastructure and the language of inquiry and evidence that the community and its stakeholders will use to understand and document success in achieving the purpose, meeting organization goals, responding to needs, and making decisions about future actions. Rubrics for assessment of the effectiveness of community activities have not yet been fully developed; however, the following are general questions to explore in assessing the quality of community design, development, and support in relation to community activities. 1. Foundation: Build Relationships Develop relationships of trust, mutual respect, reciprocity, and commitment necessary for strong communities. Interaction with and development of a wider network of peers is sufficient reason to belong to a community for some. Even if the community purpose is broader, other community activities are dependent on an environment of mutual respect and trust, which encourages a willingness to share ideas, expose one s ignorance, ask difficult questions, and listen carefully. 4 For virtual communities of practice especially, relationships are fostered by frequent synchronous and asynchronous interaction, and this sense of presence of other community members is important to keep members engaged with the community. Key Questions: How regularly are members interacting? To what extent do interactions have continuity and depth? Are members opportunistic about chances to interact in other settings (conferences, etc.)?are members taking on new leadership roles? How much and what kind of reciprocity is occurring? To what extent is a shared understanding of the community s domain and approach to practice beginning to emerge? 2. Learn and Develop the Practice Community/Practice/Domain 4. Create Knowledge in the Domain Learn and develop a shared practice, based on an existing body of knowledge. Practice evolves with the community as a collective product, becomes integrated into members work, and organizes knowledge in a way that reflects practitioners perspectives. Successful practice development depends on a balance between the production of things like documents or tools 5 and deep learning experiences for community members. Key Questions: How rich and accessible are the community s knowledge representations for existing practice? To what extent does community design support deeper learning for community members 6? Create your visual for the COP 3. Take Action as a Community Generate and discover new knowledge. Members go beyond current practice to explore the cutting edge of the domain, to innovate. Community may redefine its boundaries and membership and foster boundary-crossing, possibly working with people from other communities to explore emerging technologies, practices, and ideas. Key Questions: How open is the community to new ideas and leadership? To what extent is the community influential in its domain? Are community members being invited, as community members, to present on leading-edge ideas? Take purposeful action to carry out tasks and projects Small group projects, sponsored by the community, help members create personal relationships and also provide a way to produce the resources for developing the practice: cases, effective practices, tools, methods, articles, lessons learned, databases, heuristics, models, Web sites. Key Questions: Are collaborative efforts beginning to emerge naturally? Are there community structures to support volunteering for projects and working with others? Are members recognized and rewarded for their contributions? Etienne Wenger, Richard McDermott, & William Snyder, Cultivating Communities of Practice: A Guide to Managing Knowledge (Boston, MA: Harvard Business School Press, 2002).

13 Moving to COP Action Groups Cross functional teams: We need your help! 1 noncredit deep knowledge and experience 2 perspective of noncredit faculty 3 perspective of noncredit administrator 4 noncredit student supports 5 noncredit instructional faculty 6 Working on pathways 7 noncredit novice or beginner

14 Thank you!! May the Noncredit force be with you!!