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Communities of Practice: the missing part of your agile organisation @ TestBash Brighton 2018

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Communities of Practice: the missing part of your agile organisation. Presented at TestBash Brighton 2018

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Communities of Practice: the missing part of your agile organisation @ TestBash Brighton 2018

  1. 1. Communities of practice, the missing piece of your agile organisation TestBash Brighton 2018 Emily Webber @ewebber
  2. 2. @ewebber Have you left an organisation because you felt unsupported?
  3. 3. @ewebber Sink or swim is not a good 
 management technique
  4. 4. “Absence of 
 support is taken 
 as a sign of 
 mass rejection” Matthew D. Lieberman Social: Why our brains are wired to connect @ewebber
  5. 5. PhotobyMartinDeutsch We are wired to connect with other people @ewebber
  6. 6. Hello. I’m Emily (and I have a habit) @ewebber
  7. 7. @ewebber
  8. 8. @ewebber What is a community of practice?
  9. 9. “…groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.” Wenger-Trayner @ewebber Community of Practice
  10. 10. @ewebber
  11. 11. @ewebber
  12. 12. @ewebber PROGRAMMEPROGRAMME
  13. 13. Insular teams can become echo chambers and display group think @ewebber
  14. 14. @ewebber <homogenous group name> 
 are rubbish at ….
  15. 15. @ewebber PROGRAMME COMMUNITY OFPRACTICE How you do it Whatyoudo PROGRAMME
  16. 16. @ewebber Who is in a community of practice?
  17. 17. @ewebber
  18. 18. PhotobyTedVanPelt Members support each other, which helps build confidence @ewebber
  19. 19. @ewebber “Sharing how you feel in a safe environment is invaluable. Especially when you’re with the people who are best-placed to support you with the tricky parts of your job” Member of a Co-op digital community of practice
  20. 20. PhotobyEmoryMaiden Members have opportunities and 
 the space to learn @ewebber
  21. 21. PhotobyJonathan @ewebber “From observing others one forms an idea of how new behaviours are performed, and on later occasions this coded information serves as a guide for action” Albert Bandura
 Social Learning Theory
  22. 22. @ewebber “Feedback is one 
 of the most powerful influences on learning and achievement” Helen Timperley and John Hattie @ewebber
  23. 23. @ewebber “Learning sessions … allow us to experiment and try new tools and approaches without the same concerns we have when building code for a production environment” Member of a GDS community of practice
  24. 24. With a support network people can really fly @ewebber
  25. 25. PhotobyStewartButterfield Members share knowledge which
 reduces duplication @ewebber
  26. 26. @ewebber The Knowledge Iceberg
  27. 27. The Knowledge Iceberg @ewebber
  28. 28. @ewebber Who left their last job within 5 years?
  29. 29. PhotobyJonathan @ewebber On average, people move jobs every 4.4 years Forbes 2012
  30. 30. @ewebber When people leave they take parts of your organisational brain
  31. 31. PhotobyJérémyLelièvre Members adopt a common approach, which helps to scale @ewebber
  32. 32. @ewebber “Communities are an amplifier. They help you make bigger changes than you can on your own” Member of a Defra community of practice
  33. 33. PhotobyKrisWilliams Members collaborate on common issues and challenges to create better practices @ewebber
  34. 34. PhotobyJonathan @ewebber “Human communities can develop a sort of collective intelligence that is greater than the members’ individual intelligence” Alex Pentland 
 Social Physics
  35. 35. from silos to sharing knowledge to solving shared problems to using the collective knowledge of the community to create better practices @ewebber
  36. 36. @ewebber IllustrationbyTensoGraphics
  37. 37. @ewebber IllustrationbyTensoGraphics
  38. 38. @ewebber The magic IllustrationbyTensoGraphics
  39. 39. @ewebber • Training others • Awareness weeks • Inductions • hiring • patterns and standards • process changes
  40. 40. @ewebber A group of people with a common role who connect regularly to support each other, build capability, share information, build knowledge and collaborate to create better practices
  41. 41. @ewebber What it takes to 
 make it work
  42. 42. @ewebber McMillan,D.W.,&Chavis,D.M.(1986) Sense of community Membership Emotional connection Fulfilment of needs Influence
  43. 43. PhotobySteveSnodgrass It takes concerted 
 effort to get 
 things going @ewebber
  44. 44. @ewebber Adapted from Cultivating Communities of Practice - Wenger, McDermott and Snyder ENERGYANDVISIBILITY POTENTIAL FORMING MATURING SELF-SUSTAINING input needed Community maturity stages
  45. 45. PhotobyGlosonTeh Build on the connections that already existed @ewebber
  46. 46. PhotobyDennisFreeland Have the right leaders in place and make sure they have time to lead @ewebber
  47. 47. PhotobyJonathan Agree your core values as a community @ewebber
  48. 48. @ewebber
  49. 49. PhotobyRufino Meet often and regularly and vary what you do @ewebber
  50. 50. @ewebber ExpandingExploring
  51. 51. • talking, solving problems and building better practices • creating community improvements • building social connections Exploring • learning as a group • sharing outside the community Expanding @ewebber
  52. 52. @ewebber Create a shared backlog of work based on the things that the community want to improve
  53. 53. PhotobyRufino Make sure that the community is empowered to make changes @ewebber
  54. 54. PhotobyAdrianKitto Don’t rush it, communities 
 take time 
 to build @ewebber
  55. 55. @ewebber Building Successful Communities of Practice Discover How Connecting People Makes Better Organisations tacit.pub/tacitbooks
  56. 56. @ewebber Thank you

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