What I learnt about Communities of Practices - a conversation

What I Learnt about Knowledge Communities a Conversation @Abdul Jaleel Tharayil Venue: Indian Institute Of Science - Bangalore Date: Jan, 2008

Tacit Knowledge Exchange Vs Tacit Knowledge Capture Key point: Have a strategy to learn lessons; not to capture and forget

Top Few Reasons why CoPs lack realistic Expectations

#1 Culture can’t be mandated and change doesn’t happen overnight Key point: Building communities takes time

#2 Purchase Participation Assuming that Participation in collaboration efforts could be “purchased” Key point : Quality is more important than quantity, and adding KM to the evaluation process often helps with middle management resistance to participation

#3 Outsource KM Efforts? Key point: Consultants saying “here is what YOU need to do” will never be as effective as you and your colleagues in your company saying “here is what WE need to do”

#4 Staff KM Function with anyone available Exceptional people skills are a must Must understand & believe in what CoPs can do Must have a dedicated team Key point: KM staff must be team members, who are credible individuals that are able to integrate CoP potential into business needs

#5 KM for the sake of KM CoPs need to adapt to the work, not the opposite Key point: CoPs must relate to getting real work done

#6 Minimal Investment? May only get one chance with many potential members – launch with a Bang! Individual participation will grow over time if you give potential members a reason to stay/come back Key point : First step to interesting potential members is “helping me solve my problem” and that takes quality content

#7 It’s not about ‘If’, it’s about How? Key point : When business goals are met, barriers fall. Else, Cops will Try and Find common Ground – Side with business goals

#8 There is nothing called ‘Organizational Change’ Key point : Organizational transformation is a consequence There is only personal transformation – Individual needs to buy into your CoPs primary intent and evolve overtime

What can go Wrong?

What can go Wrong?
#1
People don’t change because you as a CKO/KM Manager tell them.

What can go Wrong? #2 Not monitoring progress right from the beginning If you can’t figure out how to monitor and measure progress and relative impact, you don’t understand how CoPs are going to help Key point : It’s time for you to refresh your CV

What can go Wrong? #3 ‘ Confusing knowing with doing’ Key point : Don’t beat around the bush with BIG plans-get your hands dirty

What can go Wrong? #4 Inadequate structure to drive change and hold it together Key point : Ensure you have ‘long enough lever’ to lift the earth when warranted

Thank You! For further information [email_address]

http://kmlisc.blogspot.com	91
http://kmlisc.blogspot.in	6
http://blogsdirectoryhub.com	3
http://kmlisc.blogspot.co.uk	3
http://www.slideshare.net	1
http://www.yatedo.com	1
http://kmlisc.blogspot.com.au	1
http://kmlisc.blogspot.ca	1

What I learnt about Communities of Practices - a conversation

by abdul.tharayil on Jan 06, 2009

Accessibility

Categories

Tags

Upload Details

Usage Rights

8 Embeds 107

Statistics

What I learnt about Communities of Practices - a conversation — Presentation Transcript