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Presentation on the topic 'Communities of practice' made during KM Strategies course
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COMMUNITIES OF PRACTICE
Aravind Sesagiri RaamkumarDaniele IzzoNirmala Selvaraju
K6212 – Knowledge Management Strategies
AGENDA
CoP Basics CoP: The Organizational Frontier Situated Learning and its relevance to
CoP Communities of Practice, Foucault and
Actor-Network Theory Case Studies
KM CoP Presentation Improvement CoP
• Groups of people who come together to share and to learn from one another face-to-face and virtually.
• They are held together by a common purpose; they contribute to a body of knowledge and are driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices.
• Community members deepen their knowledge by interacting on an ongoing basis.
COMMUNITIES OF PRACTICE - BASICS
Source: APQC with Richard McDermott Building and Sustaining CoPs, 2000
U.K.
CaliforniaGeorgiaFlorida
France
CoP
COMMUNITIES OF PRACTICE - BASICS
ARTICLE 1
Title: Communities of practice: The organizational frontierPublication: Journal of Management Studies May 2006Authors: Etienne C,Wenger and William M.SnyderType: Illustrative with examples
SUBAGENDA
Communities in Action The Hallmarks of Communities of
Practices A Paradox of Management Conclusion
COMMUNITIES IN ACTION
Communities of Practices
Drive strategy
Start new lines of
business
Solve problem quickly
Transfer best
practices
Develop profession
al skills
Help companies recruit and
retain talent
Help drive strategyproduction of knowledge collections (good practices, know-how, sector statistics, etc.)dissemination and outreach to staff and partnerssupport to task teams, thus enabling staff to apply and adapt the global knowledge to the local situationraising additional funds for specific work program activities
Start New lines of business• Met @ O’Hare airport between engagements with clients• Domain was retail marketing in banking industry and focused on new
business opportunities for client• After 4 years, created new line of marketing approaches for financial
services companies.
Solve problem quickly• A pulpmill customer in pacific Northwest have a dye-retention problem.• Within a day received several responses from experts peers in
Europe,southasia and canada
COMMUNITIES IN ACTION
Transfer best practices• Functional departments splits up to organize around cars platforms• Feared to lose functional expertise and ability to keep up with leading-edge change.• “”Tech club””-make the move to platforms, cut R&D costs and car-development cycle
times by more than half• Engineering book of knowledge- information on compliances standards, supplier
specifications and best practices
Develop professional skills• Communities of practice as effective arenas for fostering professional development• At IBM,CoP hold their own conference, both in person and on-line• Presentation ,hallway conversations, dinners and chat rooms – exchange ideas,build
skills and develop network
Help companies recruit and retain talent• American management systems –communities of practice help the company win the
war for talent• To develop skills and find new clients
COMMUNITIES IN ACTION
HALLMARKS OF COMMUNITIES OF PRACTICES:
• “Corporations” of metalworkers ,potters, masons and other craftsmen had both social purpose and a business function
• Guilds played similar roles for artisans throughout Europe
• “Instead of being composed primarily of people working on their own, they often exist within large organization”
HILL’S PET NUTRITION
Global leaders in pet nutrition Line technicians meet weekly to talk
about the recent successes and frustrations as well as challenging looming ahead.
The group has a “mayor” who’s been chosen by his peers to keep things on track from week to week.
At recent gathering.12 technician
from first and second
shift met around a
large table in the glass-
walled conference
room.
Roger,a technician
from plumbing
background made a trip
to this occasion to help John
Hone proposal to “ Substitute pneumatic
tubes for the balky
conveyor belt that
carried the pet food
kibbles to packaging
bin”
Senior manageme
nt at the plant had
not warmed to the
pneumatic tube idea.
Community members
had encouraged
John to continue
pausing for change.
John explained the latest revision of
his proposal included evidence
from Roger, say that
technology are reliable and would
be compatible
with existing
equipment
Result :
Significant reduction in downtime and wasted pet food related to packing
Community provide opportunities for the members to solve nagging problem and horn
their ability to run plant effectively.
Financial rewards in the form of bonuses
A PARADOX OF MANAGEMENT
To get communities going and to sustain them over time- managers should : Identify potential communities of practices
Provide the infrastructure Use non-traditional methods to access the
value of the company’s communities of practice
IDENTIFYING POTENTIAL COMMUNITIES
Informal networks of people with the ability and the passion to further develop an organization's core competencies already exist.
The task is to identify such groups and help them come together as communities of practice.
Develop new
community
Join with consultant
and interview
prospective members
Looks at challenges &
problems across units and team
Coordinator calls the
members
Group begin the discussing plans
for activities
Build individual and group
capabilities and increase
company’s strategic agenda
SHELL
U.S VETERANS ADMINISTRATION
First line managers
• Sharing tips about implementing a new team structure
Customer service
representative
• Help to set standards to reduce processing time
Training coordinators
• Upgrade training modules across organization
Core group
Core group-technical capabilityGroup participation
was limited and progress was slow
PROVIDING THE INFRASTRUCTURE
1.Formal approach2”thought leaders”3.Potential member must be recognised by his or her manager4.member’s paid by business unit
1.Combine formal and informal approach2.Knowledge bank3.Membership is open4.Funding for specificActivities & manage their own budgets
AM
S
Worl
d B
ank
Shows how different styles of formal commitment to communities of practice was effective when aligned with the organization's culture
USING NON-TRADITIONAL METHODS TO MEASURE VALUE
Managers feel it difficult to assess the value of communities The effects are often delayed Results are generally appear in the work of
teams and business units, not in the communities themselves
The best way to access the value of a community of practice is “Listening to member's stories”
At Shell They often conduct interviews to collect these
stories and then publish them in newsletters and reports
Organizes yearly competition to identify the best stories.
Communities saved the company $2 million to $5 million and increased the revenue more than $13 million in one year
CONCLUSION
The managers have to understand what these communities are and how they work
Realize the hidden fountainhead of knowledge development and the key to challenge of the knowledge economy
Appreciate the paradox of management
ARTICLE 2
Title: Within and Beyond CoP: Making sense of Learning through Participation, Identity and PracticePublication: Journal of Management Studies May 2006Authors: Karen Handley, Andrew Sturdy, Robin Fincham and Timothy ClarkType: Critique of established theories
SUB-AGENDA
Situated Learning Theory vs. Cognitivist theories of Learning
Key Concepts in a CoP Participation Identity Practice
Situated Learning within Multiple CoPs Notion of Participation in CoP Conclusion
SITUATED LEARNING VS. COGNITIVIST LEARNING
Situated Theory of Learning
Learning by observance Contextualized Concentrates on tacit
knowledge Integral and inseparable
aspect of social practice Core processes –
Participation, Identity-construction and Practice
Knowledge is provisional, meditated and socially constructed
Cognitivist Theory of Learning
Classroom based learning Decontextualized Positivist assessment of
abstract knowledge Learning – Accumulation of
symbolic representation Largely Explicit Replicated through
Artificial Intelligence
Knowledge is abstract and symbolic
KEY CONCEPTS - PARTICIPATION
Participation Identity Practice
Action Connection Participation
Mutual Recogniti
on
Negotiate Meaning
Possibility of conflict
Socialization bias between Novices and Masters Marginal vs. Full participation
KEY CONCEPTS - IDENTITY
Identity
1.)Who we are
2.) How we are
accepted in CoPs
Identity Regulati
onOrganization
enforcedIdentity
WorkSelf-enforced
Negotiation between Organizational and Personal perception
“Identity dictates an individual’s participation level in CoP”
KEY CONCEPTS - PRACTICEPractice
Undertaking or engaging fully in a task, job or profession
Adds structure and meaning in a historical and social context
Inference of norms of CoP including roles, language, conventions, assumptions and values etc.
Experimenting with provisional selves
SITUATED LEARNING WITHIN MULTIPLE COPS
Fluidity and Heterogeneity vs. Homogenous Social Objects controlled by management
Different from Collectives of Practice
Shared Repertoire
Joint Enterprise
Mutual Engageme
nt
SITUATED LEARNING WITHIN MULTIPLE COPS
Heterogeneous across
dimensions
Lifecycle
Pace of Evolution
Geographic Spread
Individual developme
nt
Identity-construction
ExperimentationRole Modelling
CoP of Claim Processors and CoP of Claim Managers
Issue lies in the management of roles, actions and relationships across multiple
CoPS
SITUATED LEARNING WITHIN MULTIPLE COPS
Mutch’s Approach
Agency through adoption/adapti
on of participation and identity construction
Wenger’s Compartm
e-ntalization
of practices
Bernstein’s work on
codes
Fatalism of
continual reproducti
on
Bourdieu’s concept of ‘habitus’
CoP1 CoP2
IDENTTITY
Different Types of Participation
1. Marginal2. Contingent3. Not to Join
NOTION OF PARTICIPATION IN COP
Difficult to differentiate between active participation and ineffectual participation
“Individuals who successfully navigate a path from peripheral to full participation can be categorized as participating”
Different level of participation in meat-cutter community
Commoditization of labour
Peripheral -> Marginal -> Full
CONCLUSION
Development of identities and practice is not within CoPs but between CoPs
Distinction between Participation and Practice Definition of Practice is to be limited to activity Participation denotes meaningful activity
developed through relationships and shared identities
Scope for research on individual participation within and beyond CoPs
Title: Communities of Practice, Foucault and Actor-Network Theory
Author: Stephen Fox
Year: 2000
Publication: Journal of Management Studies, Lancaster University
ARTICLE 3
• Example: The work practices of Naval quartermaster
• COPT and CLT compared
• Foucaultian concept of Power and COPT
• Actor Network Theory and COPT
• Conclusions
SUB-AGENDA
• Recruiting
• Learning how navigate: individuate where the ship is in relation to the seabed, calculate routes, avoid obstacles and collision.
• Newcomers learn through the “Learning by Doing”• Newcomers became member of a community and participate to the navigation
• After 1 year newcomer become young master and will teach to novel newcomers
EXAMPLE: THE WORK PRACTICES OF NAVAL QUARTERMASTER
Communities of Practice Theory (COPT)
• Integration of working and learning, “Learning-in-Working”
• Dilemma: On one hand there is the
involvement into the real work through understanding, participation, became member of the community
On the other hand there is they shape their own identity in their future
• Both Tacit and Explicit Knowledge are moved
Conventional Learning Theory
• Separation among Learning and Working
• Leaning but not participation in a community
• Understanding from the books and not from the practice
• Just Explicit knowledge is moved
VS
COPT AND CLT COMPARED
FOUCAULTIAN CONCEPTION OF POWER AND COPTWhat Power is:
• Is moving substrate of Force Relations in every point of a Network
• Power seen as Act – Action
• Force is the way power acts
• Pouvoir / Savoir – Power and Knowledge are indisociable
• Power is Everywhere, not because embraces everywhere but because comes from everywhere
• Actant: Inanimate object can Act – Nuclear Weapons
What Power is not:
• Power is not a central point of sovereignty
• Is not constrain or dominate other people
• Is not the possession of some people over others
• Is not a group of institutions or mechanism to ensure the subservience of the population
FOUCAULTIAN CONCEPTION OF POWER AND COPT
Actant Inanimate Object can Act
Nuclear Weapons:• Inanimate Objects• Act• Frighten people
Relation with COPT:
Power not related to the individual but Power related to the Force Relations in every part of a network
Example: how Newcomers became Quartermasters
• Quartermasters imposes knowledge and power to the
newcomers
• Newcomers enforce their memories and learning process
and use power as Force relation in the community
• Newcomers use power and knowledge of the
quartermasters in order learn
FOUCAULTIAN CONCEPTION OF POWER AND COPT
ACTOR NETWORK THEORY (ANT) AND COPT
• Power is active and tangible
• Substitution from passive to reactive
• Passive is not the opposite of active but is another kind of active – like inertia
ACTOR NETWORK THEORY (ANT) AND COPT
ANT supplies a set of concepts for understanding how practices changes or innovate and how actors became obligatory point of passage
ANT considers the learner as human and non human Actant – changes in action can occur either in human and non-human element
COPT tells us how tacit knowledge is moved inside CoPs but do not tell us how practice changes or innovate in CoPs
COPT claim that learner can be a community – So human actors
COPT ANT
Problematization
How practice changes or innovate and actors became obligatory point of passage
ACTOR NETWORK THEORY (ANT) AND COPT
Interessement
Enrolment
Mobilization of the
allies
ACTOR NETWORK THEORY (ANT) AND COPT
Fishermen Example
Problematization: Fishermen realize that the declining stocks of scallops
Interessement: Fishermen agree to give a try to the experiment of the researchers
Enrolment: The role and activities of the researchers are defined
Mobilization of allies: Researchers reduce the fishermen to a handful of spokesmen
CONCLUSION
ANT tells us how practices changes or innovate
ANT tells us how actors become mandatory point of passage
COPT tells us that Learning and Working together means moving tacit and explicit knowledge
Foucault says that Power in COPT is not related to the individual but to Force Relation in a community
KM STUDENTS’ TRYST WITH COPS
KM COPWebsite URL: http://www.facebook.com/#!/groups/km.cop/
How often does the KM CoP meet in a single year? 4 times / year, as each meeting is 1 quarter.
What are the topics discussed during the meet? The topic is depending on the speaker, we are not restricting to the topic itself as we are promoting people to share knowledge.
Any online/virtual meetings conducted so far? No Virtual Meeting conducted so far. But if u want to consider Face Book group as virtual meeting, then I would say yes
Who are part of the administrative group and what is their roles?So far for core team we have Don Chai, Noraini Rahman, Prof Kan himself as well as me(Tendon Rudi).
What are the benefits that have come forth after the initiation of this CoP? The benefit itself is more toward socialization, maintain the rapport of members as well as get to learn something that may not be in our own expertise.
PRESENTATION IMPROVEMENT COP
Website URL: http://www.facebook.com/groups/km2011present/
Objective: This CoP aims to improve the presentation skills of KM students by providing opinions and suggestions.
THANK YOU