Etienne & Beverly Wenger - Communities of Practice and Networks
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Etienne & Beverly Wenger - Communities of Practice and Networks

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Apresentação de Etienne e Beverly Wenger no workshop "Potencializando o Aprendizado Social nas Organizações" da Affero.

Apresentação de Etienne e Beverly Wenger no workshop "Potencializando o Aprendizado Social nas Organizações" da Affero.

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Etienne & Beverly Wenger - Communities of Practice and Networks Etienne & Beverly Wenger - Communities of Practice and Networks Presentation Transcript

  • Communities of practice and networks Powering social learning capability in organizations Etienne and Beverly Wenger-Trayner Affero - Brazil Rio de Janeiro, May 21, 2012 São Paulo, May 23, 2012Etienne and Beverly Wenger-Trayner
  • Communities of practice a central type of social learning space A community of practice is ... … a self-governed learning partnership among people, who • share challenges, passion or interest • interact regularly • learn from and with each other improve their ability to do what they care about define in practice what competence means in their context In gangs… they learn to survive on the streets In organizations… they provide better service to clientsEtienne and Beverly Wenger-Trayner
  • Social and personal networks structures of social connections A network is ... … a set of connections among people, who • may or may not have much in common • rely on these connections for their own purposes These connections enable social exchanges carry information flows provide access to learning resources Social networks … broad patterns of relationships Personal networks … all the people one has access toEtienne and Beverly Wenger-Trayner
  • Social learning … communities and networksEtienne and Beverly Wenger-Trayner
  • Social learning initiatives across sectors Ontario leading municipalities provincial service organizationsEtienne and Beverly Wenger-Trayner
  • Different from training horizontal learning partnership anchored in practice Provider Negotiation of mutual relevance RecipientEtienne and Beverly Wenger-Trayner
  • Workshop structures enabling social learning 1. New dimensions of leadership 2. New types of activities 3. New organizational functions 4. New assessment processesEtienne and Beverly Wenger-Trayner
  • 1. New dimensions of leadershipEtienne and Beverly Wenger-Trayner
  • A social discipline of learning key self-design processes Reflect on Interface with process organization Domain Drive the Bring Learning partnership learning voices in Community Practice agenda Manage Get the community message out memoryEtienne and Beverly Wenger-Trayner
  • A social discipline of learning internal leadership Critical friends Institutional Reflect on process brokers Interface with organizationCommunity Domain keepers Learning AgendaBring voices in partnership activists Community Practice Drive the learning agenda Social reporters Manage community External memory messengers Get the message outEtienne and Beverly Wenger-Trayner
  • 2. New types of activitiesEtienne and Beverly Wenger-Trayner
  • Learning activities a great variety 1. Exchanges 2. Productive Outside inquiries Pointers to 3. Building shared News resources sources understanding Information Informal 4. Shared memory 5. Creating standards 1 Tips 6. Formal access to Hot topic knowledge Stories Broadcast discussions Polls inquiry Exploring 7. Visits Demos Debates 3 ideas Document Case 2 Reading sharing clinics group Joint Project/ Documenting events Guests From after-action Each practice With reviews other 7 Peer Collections Joint Follow assist response practitioner Problem 4 Visits solving Field trips Formal Role Learning Boundary practice Q&A projects play collaboration Practice transfer 6 fairs Challenge Mutual Case benchmark 5 Models of Training studies and workshops Help practice Warranting desk Formal Invited Systematic External speaker scan benchmarkEtienne and Beverly Wenger-Trayner
  • Online versions of selected activities Stories Broadcast inquiry select stories random inquiry multimedia different media guaranteed response interviews series expert following discussion publish comment and discuss summary or FAQ YouTube Follow the leader PDF email Hot topics Twitter/Yammer someone to follow one member leading regular check-in discussion board facilitated blog time delimited wiki synthesize/aggregate google doc discussants (primed) reflect web conferencing summary Guest speaker Reading group public note-taking post on read/write web back/front channel chat discussion/comments in document assisted Q/A chat thumbs up/down polls phone integration springboard into parallel record discussion board integrating, toolsEtienne and Beverly Wenger-Trayner
  • 3. New organizational functionsEtienne and Beverly Wenger-Trayner
  • Managing a portfolio of domains … a continuum of formality  Top strategic  Corporate Strategic priority sponsorship  Best-in-class  Budget for capability leader/core Supported  Steward a business capability  Unit sponsorship  Equip members for excellence  Budget for leader & activities  Connect members through interactions  Collaboration platform and self-selected Informal they find useful use of time ACCOUNTABILITY RESOURCES Social learning is a strategic responsibilityEtienne and Beverly Wenger-Trayner
  • Support structure how to run an initiative  Be the voice of communities across agencies  Legitimize their work in terms of strategic priorities Strategy  Help develop a sponsorship structure and negotiate accountability around communities  Offer training about communities of practice Cultivation  Provide coaching to community leaders  Help with community launch and renewal  Steward the use of technology for communities  Promote cross-structure knowledge exchange Support  Coordinate overall research, assessment, measurement, and reportingEtienne and Beverly Wenger-Trayner
  • Making a business case questions from a sponsor  Why should I care? Why  How will your community/network contribute to the strategy/mission of my organization?  What capabilities will your community/network develop? What  What new connections will it enable? What boundaries/silos will it cross?  What will success look like and how will you know?  How will you operate?  What resources will you need? How  What do you expect from me? What role do you want me to play?Etienne and Beverly Wenger-Trayner
  • 4. New assessment processesEtienne and Beverly Wenger-Trayner
  • Value-creation cycles examples of indicators Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Immediate value: Potential value: Applied value: Realized value: Reframing value: Ground narrative: community/network activities Aspirational narrative: framing success Skills Implementation acquired of advice Level of Change in participation strategy Innovation Inspiration Personal In practice performance Quality of New metrics Reuse of interaction products Social Organizational connections performance Level of Use of social engagement connections New Tools and expectations Having documents Organizational fun New learning reputation approaches New views Level of Institutional of learning reflection changesEtienne and Beverly Wenger-Trayner
  • Value-creation cycles Value-creation stories Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Immediate value: Potential value: Applied value: Realized value: Reframing value: Ground narrative: community/network activities Aspirational narrative: framing successEtienne and Beverly Wenger-Trayner
  • Value-creation stories concrete examples Community/date: Member/role: What meaningful activities did you participate in? What specific skills or insights did you gain? What access to useful information or material? How did this influence your practice? What difference did it make to your performance? What did it enable that would not have happened otherwise? How did this contribute to your success? - Personal, professional? - Organizational? Key metrics? Did your experience change your sense of what success is? - Personal, professional? - Organizational? Key metrics?Etienne and Beverly Wenger-Trayner
  • Value-creation cycles Value-creation matrix Cycle 1 Cycle 2 Cycle 3 Cycle 4 Cycle 5 Immediate value: Potential value: Applied value: Realized value: Reframing value: Ground narrative: community/network activities Aspirational narrative: framing success New Good practice meeting Document Measure Exciting Use of project connection Relation- ships Outcome Retweeted Applied tweet advice Insight Challenging Feedback inquiry Critical reflection Case Use of study connectionEtienne and Beverly Wenger-Trayner
  • Thank you! Etienne and Beverly Wenger-Trayner Email: be@wenger-trayner.com Website: http://wenger-trayner.com Workshops: http://wenger-trayner.com/betreat/Etienne and Beverly Wenger-Trayner