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Making your Community of Practice a Success
Knowledge Management Association Washington DC
June 26, 2015
Brendan McNulty Community Manager
Behavior Change Community of Practice The World Bank Group
Sequence
1. A little about me 2. Context 3. Background on Behavior Change CoP 4. Understanding your Community 5. Learn what’s Working 6. Focusing on Behaviors
World Development Report 2015
BCCoP At A Glance
• Launched in September 2012 for WBG staff
• Housed and funded by WSP in Water Global Practice
• Over 650 members cutting across many Global Practices
• Hosted 30+ learning events reaching over 900 participants
• Vibrant online collaborative platform http://bccop
• Bi-Weekly Newsletter The Journey
Brochure
Key Accomplishments
• Conducted, delivered and disseminated a landscape study (KP)
• Collaboration with WDR2015 • Member survey and diagnostics completed • Spark Award for Best Community Builder
(2014) • Reference for Community Management
Member Impact
source: Jan. 2014 survey with ~14% of members responding; n = 59
• 81% report significant interest in the topics covered by the CoP
• 81% report a clearer or much clearer understanding of BC since joining
• 72% reported increased/greatly increased intention to include BC in their work
Understanding your Community
• Clarity of Purpose
• Audience
• Ceding Control
CoP Objective (per Charter)
“The overall goal of the BCCoP is to strengthen the effectiveness of the WBG’s engagement in behavior change.”
Specific Objectives
1. Increase awareness of staff of the potential role of behavior change in achieving and enhancing project development objectives;
2. Foster continuous knowledge exchange within the WBG around effective behavior change approaches;
3. Provide guidance around effective behavior change approaches; and
4. Strengthen partnerships with clients and external specialists to ensure access to state-of-the-art practices.
Member Profile (May 2014) Member Stats
• 550+ members • 35% are senior staff • 62% female – 38% male • 15+ Country Offices represented • 400+ members on SPARK
24%
11%
6%
24%
24%
11%
STC/STT
ETC/ETT
Grade A-D
Grade E-F
Grade G
Grade Hand above
Staff Grade Distribution
33%
26%
31%
9%
10+ years
4 to 9 years
1 to 3 years
Less than 1 year
Member Experience
Member Demand
Preferred Activities 70% - More workshop-based BBLs 61% - Learning course for operational staff 37% - More frequent CoP meetings 20% - Develop SPARK content further
What Members Want on SPARK 1) How To’s for practical applications 2) Case studies 3) Academic literature / journal articles 4) Anecdotal stories on BC in
development
5) News stories and editorials
Learn What’s Working
• It all has to Count
• Finding your Rhythm
• Cut Losses Early
Newsletter
Newsletter
Focusing on Behaviors
• Identify applicable behaviors
• Technology isn’t enough
• Sharing is difficult
• Build Constituencies
Outcome
Staff/TTLs apply best practice
behavioral sciences
approaches
Opportunity
Access: They have access to
specialists who can provide
support when they need it.
Social norms: Using behavioral
sciences is expected of them. They know of TTLs
using it.
Ability
Knowledge and skills: They understand why behavior is important and what behavior is
of interest. They understand basic
concepts and know where to go for help.
They know how to discuss this with
client.
Support: They will get technical
support when they need it. Their
Manager supports risk and innovation.
Motivation
Beliefs & attitudes: TTLs see the value and have the evidence they
need to “believe”.
Drivers: Updated core indicators support
new direction. Incentives are in place to further motivate TTLs.
Competing priorities: Efforts to support
mainstreaming will minimize efforts
required by TTLs by making it as “painless”
as possible.
