Communities of Practice Prof Elaine Ferneley & Prof. Andrew Basden

Communities of Practice Communities of Practice Prof Elaine FerneleyProf Elaine Ferneley

&&Prof. Andrew BasdenProf. Andrew Basden

Prof Elaine Ferneley

””No one knows everything, No one knows everything, everyone knows something, everyone knows something,

all knowledge resides in humanity.”all knowledge resides in humanity.”

networks.networks.

Adapted from LévyAdapted from Lévy 19971997

Prof Elaine Ferneley 33

It is increasingly through an organization’s It is increasingly through an organization’s informal networksinformal networks that work gets done that work gets done

Informal network in Informal network in pharmaceutical pharmaceutical multinational multinational


An increasingly connected worldAn increasingly connected world

new friend

sfamily

localcolleaguesold

friends oldcolleagues

colleagues

at other offices

Just a click away…

virtualcommunities

localnetworks

old classmat

esavatars


The formal organizationThe formal organization

Top-down, command hierarchyTop-down, command hierarchy


Where do individuals go for help with problems?Where do individuals go for help with problems?

Co-located colleagues

Intranet

Non-electronicdocuments

Internalelectronicnetworks

Contacts inother offices

Firm bou ndary

Externalelectronicnetworks

Internet

Non-electronicdocuments

Othercontacts ?

?


Communities of practice cross all boundariesCommunities of practice cross all boundaries

CompanyCompanySuppliersSuppliers CustomersCustomers

CompetitorsCompetitorsPartnersPartners


External communities are growing in importance!External communities are growing in importance!

OnlineOnlinecommunitiescommunitiesSchoolmatesSchoolmates

AvatarsAvatars

Previous work Previous work colleaguescolleagues

Large portion of new ideas and formal collaboration relationships come from

external contacts

OrganizationOrganization

PhysicalPhysicalnetworksnetworks


Encourage an open innovation attitudeEncourage an open innovation attitude

Not all the smart people work Not all the smart people work for us. We need to work with for us. We need to work with

smart people inside and outside smart people inside and outside the company.the company.

The smart people in The smart people in our field work for us.our field work for us.

If you create the most If you create the most and the best ideas in the and the best ideas in the

industry, you will win.industry, you will win.

If you make the best use If you make the best use of internal and external of internal and external

ideas, you will win.ideas, you will win.

Closed attitudeClosed attitude Open attitudeOpen attitude


The wisdom of crowds (crowdsourcing) The wisdom of crowds (crowdsourcing) (Surowiecki 2004) (Surowiecki 2004)

ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate

OpenOpenInexpensiveInexpensive

SimpleSimpleClose enoughClose enough

Hinton 2007


Crowdsourcing: Capturing the wisdom of crowdsCrowdsourcing: Capturing the wisdom of crowds

What is it?What is it? Customer participation Customer participation in business and in business and business developmentbusiness development

Why the interest?Why the interest? Experience, EngagementExperience, Engagement LoyaltyLoyalty

Customer DrivenCustomer Driven InnovationInnovation Product developmentProduct development Content generationContent generation Decision makingDecision making FundingFunding Sales & marketing Sales & marketing DistributionDistribution


Communities of practice –Communities of practice –A driving force in crowdsourcingA driving force in crowdsourcing

ParticipationParticipation EngagementEngagement CommitmentCommitment OpennessOpenness ConversationConversation ConnectednessConnectedness


Two departments within the same firmTwo departments within the same firm

Department 1Department 1 Department 2Department 2

Higher degree of learning & Higher degree of learning & knowledge sharingknowledge sharing

Poorer degree of learning & Poorer degree of learning & knowledge sharingknowledge sharing

Prof Elaine FerneleyHinton 2007

What are communities of practice?What are communities of practice?


Examples of communities of practiceExamples of communities of practice


Definition of Communities of PracticeDefinition of Communities of Practice

They exist informally and formally in all aspects of work and social life

Three basic elements joint enterprise (shared identification and

common goals) mutual engagement (learn together, do

things together) shared repertoire (communal resources that

have developed as part of their engagement)


It turns out that …. the It turns out that …. the community ends up being community ends up being not the secondary resource not the secondary resource for knowledge, but for the for knowledge, but for the majority of participants …, majority of participants …, it’s the *primary* resource.it’s the *primary* resource.

CommunityCommunity


CPs are not teams or personal networksCPs are not teams or personal networks

-Obligation-Job requirement

-Value-Commitment

- FriendshipGlueGlue

-Planned-Actively discovered-Serendipitously discovered

Value Value CreationCreation

-Organize tasks-Meetings-Informal communications

-One-on-oneActivityActivity

-Assigned-Not voluntary-Defined boundary

-Mostly volunteers-Permeable boundary

-Friends & acquaintances-No boundary

MembersMembers

-Accomplish goal-Solve problems-Share info. & ideas-Expand knowledge

-Share information-Friendship

PurposePurposeTeamTeam

CommunityCommunityof Practiceof Practice

Personal Personal NetworkNetwork


Top-downTop-downCommand hierarchyCommand hierarchy

EmergentEmergentorganic networkorganic network

Communities Communities of practiceof practice

Communities of practiceCommunities of practice


Two extreme communities of practiceTwo extreme communities of practice

Face-to-faceFace-to-face

VirtualVirtual


Role of communities of practice in organizations Role of communities of practice in organizations

Create: Own & develop knowledgeCreate: Own & develop knowledge Develop & manage good practiceDevelop & manage good practice Build organizational competenceBuild organizational competence

Organize: Develop & manage materialsOrganize: Develop & manage materials Develop tools, guidelines, templates Develop tools, guidelines, templates Manage databasesManage databases

Disseminate: Connect people across boundariesDisseminate: Connect people across boundaries Who knows what Who knows what Home in changing organization & an uprooted societyHome in changing organization & an uprooted society

Embed: Share ideas & insightsEmbed: Share ideas & insights Share tacit, complex ideas & insightsShare tacit, complex ideas & insights Help each other solve problems & find innovations Help each other solve problems & find innovations


Organizations supporting communitiesOrganizations supporting communities

Hewlett-Packard Hewlett-Packard World BankWorld Bank DaimlerChryslerDaimlerChrysler Shell OilShell Oil McKinsey & Co.McKinsey & Co. British TelecomBritish Telecom XeroxXerox

British PetroleumBritish Petroleum Ericsson Ericsson SiemensSiemens CapGeminiCapGemini IBMIBM SchlumbergerSchlumberger European European

CommissionCommission

McDermott 2001


Communities of practice at EricssonCommunities of practice at Ericsson

CommunityCommunity Type and MembersType and Members ObjectivesObjectives CommunicatioCommunication channeln channel

eRelationshieRelationship Vodafonep Vodafone

-Inter-organizationalInter-organizational-1400 members in 10 1400 members in 10 countriescountries

-Use internet to design -Use internet to design joint e-business joint e-business platformplatform

-Virtual-Virtual

CompetencCompetence Groupse Groups

-Intra-organizational Intra-organizational -200 members in 14 200 members in 14 countriescountries

-Ensure sharing of -Ensure sharing of best practices and best practices and commonalitycommonality

- Primarily - Primarily face-to-face face-to-face

Ericsson Ericsson ForesightForesight

- Inter-organizational - Inter-organizational including universities, including universities, experts, & institutionsexperts, & institutions- 600 with core of 40- 600 with core of 40

- Think tank on - Think tank on emerging trends in emerging trends in society, technology, & society, technology, & consumersconsumers

- Virtual and - Virtual and face-to-face face-to-face

Ericsson Ericsson System System Architect Architect Program, Program, ESAPESAP

- Intra-organizational - Intra-organizational - 20 members from 14 20 members from 14 countriescountries

-Facilitate inter-project Facilitate inter-project learning and learning and innovationinnovation-Retain key individuals Retain key individuals

Primarily Primarily face-to-face face-to-face


Communities of practice cannot be “managed”Communities of practice cannot be “managed”

You cannot force You cannot force a plant to grow a plant to grow by pulling its by pulling its leavesleaves

You can, You can, however, create however, create the conditions for the conditions for it to growit to grow


Communities are living thingsCommunities are living things

Design from the insideDesign from the inside Involve community leaders in design Involve community leaders in design

Design for different & fluid levels of Design for different & fluid levels of participationparticipation Not all must participate to the same degreeNot all must participate to the same degree

Design for evolutionDesign for evolution Communities evolve in their own directionCommunities evolve in their own direction

Maintain creative disequilibriumMaintain creative disequilibrium Avoid too much management supportAvoid too much management support Prevent competency trapsPrevent competency traps

McDermott 2001


Cultivating communities of practiceCultivating communities of practice

DefineDefine

MotivateMotivate

ModerateModerate


Define the community of practiceDefine the community of practice

Business relevanceBusiness relevance Choose a topic that is Choose a topic that is value-addingvalue-adding for the for the

businessbusiness Find common objectives across participantsFind common objectives across participants

Personal passionPersonal passion Focus on real, current problemsFocus on real, current problems Find people who Find people who carecare about the topic about the topic

Define focus and scopeDefine focus and scope What is the What is the purposepurpose of the community? of the community?

McDermott 2001


Moderate the community of practiceModerate the community of practice

Build human relationshipsBuild human relationships Ensure an active coordinator – Ensure an active coordinator – This is crucial!This is crucial! Develop an active core groupDevelop an active core group Ensure time to participateEnsure time to participate Combine virtual connections with face-to-face Combine virtual connections with face-to-face

eventsevents Conferences, electronic conferences, discussion Conferences, electronic conferences, discussion

boardsboards Work the public & private community space Work the public & private community space


Community membership and rolesCommunity membership and roles

OutsidersOutsiders

Ask questionsAsk questionsDon’t contributeDon’t contributeNot committedNot committed

PeripheralPeripheralContribute lessContribute lessNot committedNot committedEnjoy helpingEnjoy helping

CoordinatorCoordinator““Janni”Janni”

ActiveActive Contribute Contribute lessless

ChallengeChallengeEnjoy helpingEnjoy helping

Experts Experts High High

commitmentcommitmentContribute moreContribute more

ReputationReputation

Core GroupCore Group


Building critical mass is crucialBuilding critical mass is crucial

It’s like going to the newest bar in It’s like going to the newest bar in town - the music is great, the drinks town - the music is great, the drinks are cheap, the interior is are cheap, the interior is cool…...but there’s no one cool…...but there’s no one there………..You gotta have critical there………..You gotta have critical mass to make it work!mass to make it work!

Teigland 2003


Ensure communication technology fits with Ensure communication technology fits with participants’ needs and abilitiesparticipants’ needs and abilities

Use familiar technologyUse familiar technology Integrate sharing technology with Integrate sharing technology with

everyday workeveryday work Customize technology to fit the Customize technology to fit the

communitycommunity Change functionality as community Change functionality as community

discovers what is valuablediscovers what is valuable

McDermott 2001


Public & private community spacePublic & private community space

Events: Meetings, Events: Meetings, website, teleconswebsite, telecons

Private SpacePrivate Space Person to personPerson to person

~ 30% in the ~ 30% in the public spacepublic space

Public SpacePublic Space


Build an understanding of this “new” organizational Build an understanding of this “new” organizational formform

Old = organic, value-drivenOld = organic, value-drivenNew = to understand dynamics of New = to understand dynamics of

community processes and to intentionally community processes and to intentionally develop communitiesdevelop communities

McDermott 2001

Prof Elaine Ferneley 3636Wasko & Faraj 2000Wasko & Faraj 2000

Useful informationUseful informationSpecific answerSpecific answerPersonal gainPersonal gain

Why do people participate in a Community?Why do people participate in a Community?

Tangible Tangible returnsreturns

26%26%

Intangible Intangible returnsreturns

24%24%

Community Community interestinterest

50%50%

EnjoymentEnjoymentLearningLearning

ReputationReputation

Pro-social behaviorPro-social behaviorReciprocityReciprocity

Advancing the communityAdvancing the community


But remember people have dueling loyaltiesBut remember people have dueling loyalties

LoyaltyLoyalty Loyalty

Loyalty

OrganizationOrganization CommunitiesCommunities


Align incentives with CPsAlign incentives with CPs

Recognize and reward for collaborative behavior Recognize and reward for collaborative behavior At individual, group, and organizational levelsAt individual, group, and organizational levels

Show management commitmentShow management commitment

Status and Status and recognitionrecognition

ChallengeChallenge

SatisfactionSatisfaction

$$$$$$MonetaryMonetary


Value is always for Value is always for someone!someone!

Reward and broadcast resultsReward and broadcast results

Reward Reward Collect data & tell stories linking Collect data & tell stories linking

activities, knowledge assets, & valueactivities, knowledge assets, & valueBroadcast resultsBroadcast results

User various means to communicate User various means to communicate storiesstories


Critical failure factors for CPsCritical failure factors for CPs

Community leaders inactive or lousy Community leaders inactive or lousy networkersnetworkers

Scope too wideScope too wide Focus on standardizing work processesFocus on standardizing work processes Company leaders discourage participationCompany leaders discourage participation Build it, wait (pray) for them to comeBuild it, wait (pray) for them to come

Build more empty librariesBuild more empty libraries

McDermott 2001


SummarySummary

Communities of practice are key to effective knowledge management

Implications for organisational culture and structure help to nurture, do not inhibit

Implications for the use of technology to support flexible, people centred, communication


Challenges to knowledge databasesChallenges to knowledge databases

Time consuming and difficultTime consuming and difficult Takes times for writer to document experiencesTakes times for writer to document experiences Takes time for reader to search through databases, Takes time for reader to search through databases,

information overloadinformation overload Often weak incentives to contribute golden nuggetsOften weak incentives to contribute golden nuggets

Difficult to understandDifficult to understand Difficult for writer to explain context, tacit ->explicitDifficult for writer to explain context, tacit ->explicit Difficult for reader to interpret experience and use Difficult for reader to interpret experience and use

in own situationin own situation Data becomes out-of-date very quickly Data becomes out-of-date very quickly

Difficult to maintain, especially in fast moving Difficult to maintain, especially in fast moving industriesindustries


From tacit to articulate knowledge From tacit to articulate knowledge

““We know more than we can tell.” We know more than we can tell.” Michael Polanyi, 1966Michael Polanyi, 1966

TacitArticulated

High Low

MANUALHow to

play soccer

Codifiability


Knowledge is experience, Knowledge is experience, everything else is just everything else is just

information.information.-Albert Einstein-Albert Einstein

““We know more than we can tell.”We know more than we can tell.”


Innovations - www.innocentive.comInnovations - www.innocentive.com


Decision making & funding – My football Decision making & funding – My football club (Ebbsfleet United)club (Ebbsfleet United)


Product development - www.ideastorm.comProduct development - www.ideastorm.com


Building the Dell communityBuilding the Dell community


A variety of virtual communities at BPA variety of virtual communities at BP

KnowledgeKnowledgeNetworkingNetworking

Virtual community led by VP PMVirtual community led by VP PM

VP BDVP BDBusiness Concepts Business Concepts

VP SalesVP SalesIndustry Knowledge Industry Knowledge

HRHRCompetencies Competencies

VP PMVP PMProcesses Processes & & MethodologyMethodology

WirelessWirelessBrandingBranding

IntranetIntranet

*Virtual communities led by Business *Virtual communities led by Business Concept responsibleConcept responsible*Functional reporting to VP BD*Functional reporting to VP BD

TravelTravel

AutomotiveAutomotiveFinanceFinance

*Virtual communities led by Industry Group *Virtual communities led by Industry Group responsibleresponsible*Functional reporting to VP Sales*Functional reporting to VP Sales

Proj MgrsProj Mgrs

TechnologyTechnology

DesignDesign

*Virtual communities led by *Virtual communities led by Competency Group responsible. Competency Group responsible. *Functional reporting to HR*Functional reporting to HR

Documents

Communities of Practice Prof Elaine Ferneley & Prof. Andrew Basden