KNOWLEDGE MANAGEMENT AS A DOUGHNUT SHAPING YOUR KNOWLEDGE STRATEGY THROUGH COMMUNITIES OF PRACTICE ETIENNE WENGER PRESENTE...
WHAT IS KNOWLEDGE MANAGEMENT? <ul><li>IT IS NOT A “TRADITIONAL ORGANIZATIONAL </li></ul><ul><li>ASSET” OR INFORMATION </li...
WHAT IS A COMMUNITY OF PRACTICE? <ul><li>“ COMMUNITIES OF PRACTICE ARE GROUPS OF PEOPLE WHO SHARE A PASSION FOR SOMETHING ...
Strategy Performance Communities Practices Domains Sharing Learning Stewarding
DOMAINS:  YOU NEED KNOWLEDGE TO DO WHAT YOU WANT  EVERY ORGANIZATION EXISTS TO ACHIEVE SOME GOAL. <ul><li>THE FIRST STEP I...
COMMUNITIES:  YOU NEED  PEOPLE TO HAVE KNOWLEDGE FIND THE PRACTITIONERS WHO CAN FORM A COMMUNITY THAT CAN TAKE CARE OFF TH...
PRACTICE:  YOU NEED EXPERIENCE  TO PRODUCE USABLE KNOWLEDGE <ul><li>ENGAGE PRACTITIONERS IN THE DEVELOPMENT OF THEIR PRACT...
LEARNING:  PRACTICES REVISITED: WHAT HAVE WE LEARNED? <ul><li>PRACTITIONERS LEARN CONSTANTLY ON THE JOB. </li></ul><ul><li...
SHARING:  COMMUNITIES REVISITED: WHO SHOULD KNOW THIS? <ul><li>PROJECT-SPECIFIC LEARNING SHOULD NOT REMAIN LOCAL OR INCIDE...
STEWARDING:  DOMAINS REVISITED: WHERE DO WE GO NOW? <ul><li>THINK ABOUT KNOWLEDGE STRATEGICALLY. </li></ul><ul><li>WATCH F...
ROLLING THE DOUGHNUT: STRATEGIC KNOWLEDGE MANAGEMENT <ul><li>KNOWLEDGE IS THE PROPERTY OF THE PRACTITIONERS. </li></ul><ul...
ENABLING STRUCTURES <ul><ul><li>SPONSORSHIP: </li></ul></ul><ul><ul><li>MANAGEMENT’S ROLE </li></ul></ul><ul><ul><li>RECOG...
REFERENCES GROENING, M. (CREATOR AND EXECUTIVE PRODUCER).  (1989)  THE SIMPSONS  [TELEVISION SERIES]. LOS ANGELES: FOX BRO...
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Knowledge Management as a Doughnut

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Shaping your knowledge strategy through Communities of Practice. Etienne Wegner's metaphor of knowledge management as a doughnut.

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  • Practitioners coming together to share experiences “ Managers” must enable practitioners, not direct
  • Enabling Structures: In order to integrate the work of communities of practice into the organization, there must be three types of support Sponsorship: Leadership and management should provide the environment and resources for the COP to thrive and allow their efforts to be incorporated into the organization’s work; Executive sponsorship acts as a bridge Recognition: Sharing knowledge is a way to build reputation, leading to recognition. This involves two types of recognition Support: Communities need support from the organization, including time and money, recognition of some explicit roles, technological infrastructure, and a “support team” that provides assistance and advice to the community
  • Knowledge Management as a Doughnut

    1. 1. KNOWLEDGE MANAGEMENT AS A DOUGHNUT SHAPING YOUR KNOWLEDGE STRATEGY THROUGH COMMUNITIES OF PRACTICE ETIENNE WENGER PRESENTED BY BRANDON CARTER, ROBB LEVIN, BOB TRAVIS AND HOMER J. SIMPSON
    2. 2. WHAT IS KNOWLEDGE MANAGEMENT? <ul><li>IT IS NOT A “TRADITIONAL ORGANIZATIONAL </li></ul><ul><li>ASSET” OR INFORMATION </li></ul><ul><li>EXCHANGING AND CONTRIBUTING TO THE KNOWLEDGE OF A COMMUNITY </li></ul><ul><ul><li>KNOWLEDGE FROM THIS PERSPECTIVE IS WHAT OUR HUMAN COMMUNITIES HAVE ACCUMULATED OVER TIME TO UNDERSTAND THE WORLD AND ACT EFFECTIVELY IN IT </li></ul></ul><ul><li>KNOWLEDGE MANAGEMENT IS PRIMARILY THE BUSINESS OF THOSE WHO ACTUALLY MAKE THE DOUGH -- THE PRACTITIONERS. </li></ul>
    3. 3. WHAT IS A COMMUNITY OF PRACTICE? <ul><li>“ COMMUNITIES OF PRACTICE ARE GROUPS OF PEOPLE WHO SHARE A PASSION FOR SOMETHING THAT THEY KNOW HOW TO DO, AND WHO INTERACT REGULARLY IN ORDER TO LEARN HOW TO DO IT BETTER” </li></ul>
    4. 4. Strategy Performance Communities Practices Domains Sharing Learning Stewarding
    5. 5. DOMAINS: YOU NEED KNOWLEDGE TO DO WHAT YOU WANT EVERY ORGANIZATION EXISTS TO ACHIEVE SOME GOAL. <ul><li>THE FIRST STEP IS TO TRANSLATE THE STRATEGY OF THE ORGANIZATION INTO A SET OF DOMAINS. </li></ul><ul><li>A DOMAIN BREAKS DOWN THE PROBLEMS INTO CHUNKS THAT ARE MANAGEABLE BY THOSE WHO SHOULD BE MANAGING KNOWLEDGE, </li></ul><ul><li>THE PRACTITIONERS. </li></ul>Strategy Performance Domains
    6. 6. COMMUNITIES: YOU NEED PEOPLE TO HAVE KNOWLEDGE FIND THE PRACTITIONERS WHO CAN FORM A COMMUNITY THAT CAN TAKE CARE OFF THE KNOWLEDGE IN THEIR DOMAIN. <ul><li>COMPANY-WIDE COMMUNITIES LEARNING AVAILABLE TO ALL CONCERNED. </li></ul><ul><li>THEY MAKE SURE THAT THE LEARNING FROM VARIOUS LOCATIONS </li></ul><ul><li>WITHIN AND BEYOND THE </li></ul><ul><li>ORGANIZATION IS SYNTHESIZED AND INTEGRATED, THEN </li></ul><ul><li>REMEMBERED AND DISTRIBUTED. </li></ul>Strategy Performance Communities Domains
    7. 7. PRACTICE: YOU NEED EXPERIENCE TO PRODUCE USABLE KNOWLEDGE <ul><li>ENGAGE PRACTITIONERS IN THE DEVELOPMENT OF THEIR PRACTICE </li></ul><ul><li>WHAT WILL BE PRODUCTIVE IS SPECIFIC TO EACH PRACTICE </li></ul><ul><li>FEW THINGS ENERGIZE A COMMUNITY OF PRACTITIONERS </li></ul><ul><li>MORE THAN GETTING INTO THE NUTS AND BOLTS OF THE PRACTICE. </li></ul>Strategy Performance Communities Practices Domains
    8. 8. LEARNING: PRACTICES REVISITED: WHAT HAVE WE LEARNED? <ul><li>PRACTITIONERS LEARN CONSTANTLY ON THE JOB. </li></ul><ul><li>THEY INVENT SOLUTIONS, REFINE SKILLS, AND LEARN FROM MISTAKES. </li></ul><ul><li>THIS LEARNING NEEDS TO BE CAPTURED INTO REFINED PRACTICES. </li></ul>Learning Strategy Performance Communities Practices Domains
    9. 9. SHARING: COMMUNITIES REVISITED: WHO SHOULD KNOW THIS? <ul><li>PROJECT-SPECIFIC LEARNING SHOULD NOT REMAIN LOCAL OR INCIDENTAL. </li></ul><ul><li>PRACTITIONERS CANNOT BE KNOWLEDGE MANAGERS BY THEMSELVES. </li></ul><ul><li>THE VOICE OF THE PRACTITIONER LENDS CREDIBILITY TO KNOWLEDGE ACROSS THE COMMUNITY. </li></ul>Sharing Learning Strategy Performance Communities Practices Domains
    10. 10. STEWARDING: DOMAINS REVISITED: WHERE DO WE GO NOW? <ul><li>THINK ABOUT KNOWLEDGE STRATEGICALLY. </li></ul><ul><li>WATCH FOR GAPS IN KNOWLEDGE THAT IMPACT WORK AND PLAN TO GET IT. </li></ul><ul><li>DUAL FOCUS ON KNOWLEDGE AND WORK GIVES A UNIQUE PERSPECTIVE ON NEW BUSINESS OPPORTUNITIES. </li></ul>Sharing Learning Stewarding Strategy Performance Communities Practices Domains
    11. 11. ROLLING THE DOUGHNUT: STRATEGIC KNOWLEDGE MANAGEMENT <ul><li>KNOWLEDGE IS THE PROPERTY OF THE PRACTITIONERS. </li></ul><ul><li>MANAGEMENT’S ROLE IS TO MAKE IT POSSIBLE FOR THEM TO BE MANAGERS OF THEIR KNOWLEDGE. </li></ul><ul><li>COMBINED BOTTOM-UP ENTHUSIASM AND TOP-DOWN ENCOURAGEMENT MAKE THE MOST SUCCESSFUL COPS. </li></ul>Sharing Learning Stewarding Strategy Performance Communities Practices Domains
    12. 12. ENABLING STRUCTURES <ul><ul><li>SPONSORSHIP: </li></ul></ul><ul><ul><li>MANAGEMENT’S ROLE </li></ul></ul><ul><ul><li>RECOGNITION: </li></ul></ul><ul><ul><li>PEER </li></ul></ul><ul><ul><li>ORGANIZATIONAL </li></ul></ul><ul><ul><li>SUPPORT: </li></ul></ul><ul><ul><li>ORGANIZATIONAL </li></ul></ul>
    13. 13. REFERENCES GROENING, M. (CREATOR AND EXECUTIVE PRODUCER). (1989) THE SIMPSONS [TELEVISION SERIES]. LOS ANGELES: FOX BROADCASTING COMPANY. WENGER, E. (2004, JANUARY-FEBRUARY). KNOWLEDGE MANAGEMENT AS A DOUGHNUT: SHAPING YOUR KNOWLEDGE STRATEGY THROUGH COMMUNITIES OF PRACTICE. IVEY BUSINESS JOURNAL ONLINE . RETRIEVED MARCH 27, 2009 FROM HTTP://WWW.IVEYBUSINESSJOURNAL.COM/VIEW_ARTICLE.ASP?INTARTICLE_ID=465
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