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  • Start-Up Guide PDF

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    CORE Education
    208 vues1 page
    Communities of practice are groups of people who share a passion for something that they know how to do. Etienne wenger: set strategic context to let communities find a legitimate place in the organization. Communities of practice can use some light-handed guidance and technology infrastructure.

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    Start-up Guide PDF

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    © Attribution Non-Commercial (BY-NC)

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    Communities of practice are groups of people who share a passion for something that they know how to do. Etienne wenger: set strategic context to let communities find a legitimate place in the organization. Communities of practice can use some light-handed guidance and technology infrastructure.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    208 vues1 page

    Start-Up Guide PDF

    Transféré par

    CORE Education
    Communities of practice are groups of people who share a passion for something that they know how to do. Etienne wenger: set strategic context to let communities find a legitimate place in the organization. Communities of practice can use some light-handed guidance and technology infrastructure.

    Droits d'auteur :

    Attribution Non-Commercial (BY-NC)
    Téléchargez comme PDF, TXT ou lisez en ligne sur Scribd
    Signaler comme contenu inapproprié
    sur 1

    Cultivating

    Cultivating communities
    communities of of practice
    practice What elements to develop?
    aa quick start-up guide What are communities of practice?
    quick start-up guide Domain: the definition of the area
    by of shared inquiry and of
    by Etienne
    Etienne Wenger
    Wenger Communities of practice are groups of
    the key issues
    people who share a passion for something
    that they know how to do and who interact
    Community: the relationships among
    regularly to learn how to do it better.
    Wh members and the sense
    ere of belonging
    to star
    t ? set strategic context Practice: the body of knowledge,
    methods, stories, cases,
    A strategic context lets communities find tools, documents
    educate a legitimate place in the organization

    Communities of practice are • Articulate a strategic value proposition


    • Identify critical business problems
    a familiar experience, but integrate
    people need to understand • Articulate need to leverage knowledge
    how they fit in their work. The formal organization
    must have processes and
    • Conduct workshops to support encourage structure to include these
    educate management and communities while honoring
    potential members about Communities of practice Practitioners usually see their root in personal
    the approach can use some light-handed the value of working as a passion and engagement.
    • Help people appreciate guidance and technology community but may feel the
    how communities of infrastructure. get going organization is not aligned
    • Integrate communities in the
    way the organization works
    practice are inherently self- with their understanding.
    defined and self-managed • Provide some process Starting to cultivate communities • Identify and remove obvious
    support, coaching, and of practice as early as possible barriers
    • Establish a language to • Find sponsors to
    logistic assistance creates early examples that
    legitimize communities and encourage participation • Align key structural and
    allow people to learn by doing.
    establish their place in the • Identify needs and define • Value the work of cultural elements
    organization adequate infrastructure communities
    without undue emphasis on • Have a few pilot communities
    fancy technology going as soon as possible • Publicize successes
    • Find communities to start with by
    identifying areas where there is What are some critical success factors?
    Why focus on communities of practice? potential and readiness
    short-term value long-term value community organization
    • Interview some prospective
    • help with challenges • personal development members to understand issues,
    members

    • access to expertise • reputation start discussing a community, • Domain that energizes • Strategic relevance of
    • confidence • professional identity and identify potential leaders a core group domain
    • fun with colleagues • network • Gather a core group to prepare • Skillful and reputable • Visible management
    • meaningful work • marketability and initiate a launch process coordinator sponsorship, but without
    • Help members organize an initial • Involvement of experts micro-management
    organization

    • problem solving • strategic capabilities series of value-adding activities • Dance of formal and
    • Address details of
    • time saving • keeping abreast • Encourage them to take practice informal structures
    • knowledge sharing • innovation increasing responsibility for • Adequate resources
    stewarding their knowledge • Right rhythm and mix of
    • synergies across units • retention of talents activities • Consistent attitude
    • reuse of resources • new strategies

    © 2002 Etienne Wenger

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