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Communities of Practice: Conversations To Collaboration
The document discusses the concept of Communities of Practice (CoPs) and outlines five steps for successful implementation, emphasizing the importance of purpose, community identification, understanding culture, and measurement of success. It highlights the benefits of CoPs in facilitating collaboration, knowledge sharing, and innovation among members. Several case studies and examples from both public and private sectors illustrate the impact of CoPs on organizational growth and efficiency.
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Introduction by Steve Dale outlining the focus of Community of Practice (CoP) and an overview of the presentation content.
Explanation of CoP, emphasizing collective problem-solving, sharing practices, and knowledge building.
Importance of CoP for internal knowledge growth within organizations, focusing on establishing a clear purpose.
Steps to identifying problems and existing solutions, enhancing collaboration and transparency.
Discusses network types, community dynamics, audience understanding, and various types of communities.
Explores community culture, reasons for engagement, and different levels and patterns of participation.
The 1-9-90 rule highlighting engagement statistics and participation behaviors in online communities.
Emphasizes the human aspect in community dynamics and introduces archetypes of community members.
Defines roles within CoPs, necessary attributes, and factors critical for developing successful communities.
Describes the life-cycle stages of a community and the environment needed to foster collaborative work.
Discusses the importance of facilitators in guiding communities, outlining their responsibilities.
Activities that community members can accomplish within various time frames to enhance engagement.
Characteristics and responsibilities needed for effective community coordinators and facilitators.
Importance of metrics in understanding and assessing the success of CoPs without misusing data.
Real-world application of CoPs in local government, outlining structure and partnerships in practice.
General overview of local government services in the UK and lessons learned from implementing CoPs.
Expectations for CoPs evolution, emphasizing collaboration, training, and improved metrics.
Highlighting successful outcomes from CoPs, including substantial savings and knowledge sharing.
Presentation conclusion with gratitude and contact information for further engagement with Steven Dale.
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Communities of Practice: Conversations To Collaboration
- 1. Steve Dale DirectorSemantix (UK) Ltd Collabor8now Ltd Communities of Practice: turning conversations into collaboration January 2009
- 2. What I willcover What is a ‘Community of Practice’ (CoP)? Five steps to a successful CoP CoP Facilitation – the magic ingredient Case Study - IDeA CoP Project Case Study from the private sector
- 3. What is a ? What is a Community of Practice?
- 4. Communities of Practicecommunities of practice – an environment connecting people and encouraging the sharing of ideas and experiences
- 5.
- 6. A domain ofinterest Gosport Allotment Holders & Gardeners Association
- 7. A place tomeet
- 8.
- 9. A community ofpractice
- 10. A Community ofPractice is a network of individuals with common problems or interests who get together to explore ways of working, identify common solutions, and share good practice and ideas. puts you in touch with like-minded colleagues and peers allows you to share your experiences and learn from others allows you to collaborate and achieve common outcomes accelerates your learning validates and builds on existing knowledge and good practice provides the opportunity to innovate and create new ideas Communities of Practice
- 11. Why have aCommunity of Practice? CoPs are not about bringing knowledge into the organisation but about helping to grow the knowledge that we need internally within our organisations.
- 12. What is a ? Step 1: Establish or identify a purpose Developing Successful Communities of Practice
- 13. What problem amI trying to solve?
- 14. Degrees of Transparencyand Trust Increasing collaboration and transparency of process Join our list Join our forum Join our community
- 15. Is the answeralready out there?
- 16. Dynamics of DifferentNetwork Types Long – term, no pre-engineered end Fixed ends when project deliverables have been accomplished As long as it adds value to the business and its members Time scale Links made based on needs of the individual Constant for a fixed period Semi - permanent Membership Interpersonal acquaintances Commitment to goal Common application of a skill Connections Extent of relationships Assigned project charter Knowledge domain Boundary Communication flows Accomplish specific task Learning Sharing Creating Knowledge Purpose Informal networks Project Teams Community of Practice
- 17. What is a ? Step 2: Identify your Community
- 18.
- 19. This is ouraudience
- 20. Members of anactive community occasional transactional peripheral active facilitator core group lurkers leaders outsiders experts beginners
- 21. Community Type HelpingCommunities provide a forum for community members to help each other with everyday work needs. Best Practice Communities develop and disseminate best practices, guidelines, and procedures for their members use. Knowledge Stewarding Communities organise, manage, and steward a body of knowledge from which community members can draw. Innovation Communities create breakthrough ideas, new knowledge, and new practices.
- 22. Understanding your CommunityExplicit to tacit. Tacit to explicit Tacit to tacit Low tacit Explicit to explore Tacit - high socialisation Knowledge Job responsibility to detect emerging trends Passion for the topic Professional development Desire for improvement Sense of belonging Assistance to daily work Reward for participation Domain experts Sub-committees Task force Index and store Best practice Publishing Problem solving Sub committees Structure and roles Decipher trends Share insights Development of Policy Enlisting leading experts Manage content Collecting, Vetting Publishing Connecting members Knowledge who’s who Activities Tracks shifting marketing trends Regulation and legislation Professional development Lower cost through standardisation Consistency of project Improves outcomes Lower cost through reuse Social responsibility Drivers Innovation Communities Knowledge Stewarding Communities Best Practice Communities Helping Communities
- 23. Step 3: Understandthe Culture and Behaviours
- 24.
- 25. Why does aperson engage with a Community of Practice? Attractive purpose grabs and retains attention Perceived benefits: Socialisation Co-learning, knowledge sharing and co-production Each person chooses to be a member Volition Joining in – and leaving !
- 26. Levels of engagementLevel of engagement Type of engagement Browse, search, learn (Anonymously) Comment (with attribution) Ask a question (with attribution) Write a blog Become a mentor Become an expert Register Comment (Anonymously) Waxing and Waning Interest
- 27. Patterns of contributionRef: Jacob Nielson http:// www.useit.com/alertbox/participation_inequality.html Number of participants Number of contributions 1% active contributors 9% occasional contributors 90% readers (aka ‘lurkers’) The 1-9-90 rule
- 28. The “1% Rule”For every 100 people online only 1 person will create content and 10 will “interact” with it. The other 89 will just view it. Each day at YouTube there are 100 million downloads and 65,000 uploads 50% of all Wikipedia article edits are done by 0.7% of users, and more than 70% of all articles have been written by just 1.8% of all users In Yahoo Groups, 1% of the user population might start a group; 10% of the user population might participate actively. 100% of the user population benefits from the activities of the above groups Source: The Guardian The important message is: look after your content creators!
- 29. It’s more aboutthe people than the technology
- 30. Community Archetypes Ina perpetual personal duel. Generally don’t menace anyone except each other. Duelsists http://redwing.hutman.net/~mreed/warriorshtm/duelists.htm
- 31. Community Archetypes For Ego , the discussion forum is all about him, and he regards discussions that stray from that topic as trivial dalliances. Ego is one the fiercest of all the Warriors and will fight to the death when attacked Ego http://redwing.hutman.net/~mreed/warriorshtm/ego.htm
- 32. Community Archetypes FillibusterAttempts to influence the forum simply by holding the floor. His monotonous hectoring and prodigious output of verbiage rapidly clears the field of other users http://redwing.hutman.net/~mreed/warriorshtm/filibuster.htm
- 33. Community Archetypes BigDog and MeToo Big Dog is a bully who doesn't hesitate to use his superior strength to intimidate other combatants. Me-Too will join the attack. Me-Too is far too weak and insecure to engage in single combat. http://redwing.hutman.net/~mreed/warriorshtm/bigdogmetoo.htm
- 34. Community Roles andResponsibilities Champion/Sponsor is able to envision the services of a CoP over time, and should have a sense of how the CoP can interact across the organisation Facilitator/Coordinator consulting, connecting, facilitating, helping, guiding. Leader serves an integral role in the community's success by energising the sharing process and providing continuous nourishment for the community Librarian organises information/data (may be part of Facilitator/Coordinator role). Technical Steward understands business needs and ensure the appropriate tools are available to meet these needs. Core Group is a working group that initially performs start-up activities and continues to provide ongoing organisational support. Experts are the subject matter specialist Members/Participants without these there is no community; the essence of a community is its members. On a more serious note…
- 35. Step 4: Developthe ‘Practice’
- 36. Attributes of asuccessful CoP Social Networking Culture Collaboration Tools Based on a slide by IBM Do we have a method to collaborate? Mechanism Does the CoP have the tools to collaborate effectively? Skills Do I want to be approached? How do I approach this person? Access Why will I cooperate with this person? Do I want to work with this person? Motivation How do I develop my reputation as a trusted member? Will this person help me? Benevolence How do I advertise my skills? Is this person competent? Competence How can I become more known? How do I know who is out there? Awareness Contributors I am someone Seekers I need someone Critical Success factors
- 37. Your community’s life-cycleFrom: Cultivating Communities of Practice by Wenger, McDermot and Snyder Plan Start-up Grow Sustain/Renew Close Level of energy and visibility Time Discover/ imagine Incubate/ deliver value Focus/ expand Ownership/ openness Let go/ remember
- 38. Building an environmentto support collaborative working Find and connect with experts Find and connect with your peers Threaded discussion forums, wikis, blogs, document repository News feeds Event calendar News and Newsletters
- 39. What makes asuccessful community?
- 40. Facilitating or Coordinating a community Facilitation – the magic ingredient
- 41. Facilitators’ (Coordinators, Moderators)responsibilities Facilitation and Coordination of a CoP includes: monitoring activity encouraging participation (facilitation techniques) producing an action plan reporting CoP activity – metrics, evaluations monitoring success criteria and impact managing CoP events
- 42. What can youaccomplish in one week? No time Lots of time 1 hr 5 hrs 10 hrs Start a discussion Upload a document Read a forum post Read a document Read a wiki Read a blog Respond to a forum posting Add an event Comment on a blog Contribute to a wiki Write a blog Be a community member Facilitate a community Upload a document Read a forum post Add an event Upload a document Read a forum post Comment on a blog Add an event Upload a document Read a forum post Read a wiki Comment on a blog Add an event Upload a document Read a forum post Read a blog Read a wiki Comment on a blog Add an event Upload a document Read a forum post Read a document Read a blog Read a wiki Comment on a blog Add an event Upload a document Read a forum post Contribute to a wiki Read a document Read a blog Read a wiki Comment on a blog Add an event Upload a document Read a forum post Write a blog Contribute to a wiki Read a document Read a blog Read a wiki Comment on a blog Add an event Upload a document Read a forum post Respond to a forum posting Write a blog Contribute to a wiki Read a document Read a blog Read a wiki Comment on a blog Add an event Upload a document Read a forum post
- 43. ACTIVITY: WHAT ARETHE ATTRIBUTES OF A GOOD CO-ORDINATOR?
- 44.
- 45. A Facilitator/Coordinator cultivatesthe community
- 46. Step 5: Monitorand Measure Everything!
- 47.
- 48. IDeA CoP Membershipand communities Over 26,000 registered members Over 600 communities Average membership of a community is 50 Highest membership of a community is over 1400 Over 2700 members are contributing. Average of over 16,000 visits per month. Average of over 1000 contributions per month.
- 49. Metrics – CoPActivity
- 50. Metrics Don’t relyon metrics to claim your community is successful. Use metrics to understand your community better.
- 51. What makes asuccessful CoP? clear purpose – what will it be used to do? creating a safe and trusted environment committed core group of active participants being motivated knowing the needs of participants having a clear action plan with activities to meet needs blending face-to-face and online activities This can all be achieved by good, active facilitation
- 52. Case Study: IDeACoP Platform www.communities.idea.gov.uk
- 53. About Local GovernmentLocal government in England and Wales employs a workforce of 2.1 million people across 410 local authorities. Each authority is working to deliver the same 700 services to their residents. Has an annual operating budget of over £106 billion for delivering services.
- 54. About the Improvementand Development Agency (IDeA) Receives funding from the Revenue Support Grant Sister organisation of (owned by the Local Government Association) Works in partnership with councils and regional organisations to provide Leadership (helping councillors become better leaders) Enables and supports councils in sharing good practice Incubator for new ideas for improving service and value across the local government sector.
- 55. Over 700 localgovernment services
- 56. Project Timeline Over26,000 people registered Over 600 Communities 140 have IDeA involvement Official launch December 2007 Ongoing support to selected communities at the IDeA through a coaching and mentoring scheme Completion of application form to set up a community First pilot built on Drupal failed Assisted in running focus groups with potential members of the Pilot communities Introduces a technology platform to support collaboration Management team approval Developed and run training for facilitators Developed technology spec for online platform Various iterations business case to get management backing for KM strategy, including CoPs Intensive work with stakeholders Produced spec for the KM team structure Sept 05 Business Case Nov 08 People Dec 07 Launch Sept 06 Pilot Apr 06 Planning
- 57.
- 58. CoPs in localgovernment
- 59. Lessons Learnt: Whatwent well and not so well
- 60. Lessons Learnt WENTWELL Evidence of greater collaboration across councils Evidence of more joined-up thinking and new ways of working Greater knowledge (and use) of social media tools Continued and growing enthusiasm for collaboration ‘ Tribal’ working practices. Poor/little use of tagging. Most self-organising networks do not attend Facilitator training. Getting middle-management involved. Traditional hierarchies can inhibit development of CoPs NOT GONE WELL
- 61. Summary – Conversationsto Collaboration Step 1: Establish/identify a purpose Step 2: Identify a Community Step 3: Understand the culture and behaviours Step 4: Develop/support the ‘Practice’ Step 5: Monitor and measure everything!
- 62. The future Platformexpanding to include central government and third sector Breaking down silos through the use of a shared community space Better metrics available for the communities Blended off-line/on-line training for facilitators Support for mobile working
- 63. A Quote I'mnow convinced that sharing knowledge, information and experience through CoPs is the future of success in local government, and that social media tools such as those employed within the IDeA CoP platform are the glue that can stick cross-sector collaboration projects together Local Authority CoP facilitator
- 64. Successful CoPs –Measuring Outcomes Mapping Services Agreement (535 members) – joint procurement strategy on target for achieving savings of over £100m over 4 years. NI14 Avoidable Contact (631 members) – highly active online conferences Policy and Performance (1785 members) – Producing joint policy briefings Projects and Programme Management (356 members)– Consistent contract templates developed for all local authorities.
- 65. A CoP Storyfrom the private sector Asia Pacific Bohai: Knowledge about defective gas turbine rotors prevented certain engine failure. Potential cost saving of over $83 million
- 66. Recommended Reading CluetrainManifesto – David Weinberger Cultivating Communities of Practice – Etienne Wenger, Richard McDermot, William Snyder . Community, Economic Creativity and Organization – Ash Amin, Joanne Roberts Here Comes Everybody – Clay Shirky Groundswell – Charlene Li and Josh Bernoff Tribes – Seth Godin
- 67. Stephen Dale www.semantix.co.ukwww.collabor8now.com Email: [email_address] Twitter: www.twitter.com/stephendale Thank you!