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Facilitating Communities of Practice in the Network Era

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This is the set of slides used for the morning workshop on facilitating communities, along with two other sets of slides that might be useful later to participants, but which we did not conver/talk about. So be forewarned!

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Facilitating Communities of Practice in the Network Era

  1. 1. Facilitating Communities of Practice in the Network Era Nancy White Full Circle Associates http://www. flickr .com/photos/ nicmcphee /33556189/in/set-72157594373420115/
  2. 2. Note to Slide Viewers: This set of slides contains both the slides we used at our May 17th, 2010 workshop, along with some other slides you may find useful. But we sure didn't talk about them! Nancy
  3. 3. Let’s build some “mud maps” (from Shawn Callahan – Anecdote.com) )
  4. 4. A Community of Practice Perspective
  5. 5. #1 People Forms (me, we, network)
  6. 6. http://www.flickr.com/photos/ecstaticist/2918198742/in/set-72157603453505459/ Go Solo?
  7. 7. Pairs, triads and very small groups – http://www.flickr.com/photos/swissrolli/2167756791/
  8. 8. Fly with the flock? Research teams.. . http://www.flickr.com/photos/swissrolli/2167756791/
  9. 9. South Africa's community nest spider http://www.south-african-game-reserves.com/arachnidpics/comnestspid.htm
  10. 10. Roam the network?
  11. 11. Networked Individualism Barry Wellman
  12. 12. Many: Networks We: Communities Me: the Individual Personal identity, interest & trajectory Bounded membership; group identity, shared interest, human centered Boundaryless; fuzzy, intersecting interests, object centered sociality (Engeström)
  13. 13. Many: Networks We: Communities Me: the Individual Consciousness, confidence level, risk tolerance, styles, emotion C Distinct power/trust dynamics, shared forward movement or strong blocking, stasis, attention to maintenance, language Flows around blocks, less cohesion, distributed power/trust, change
  14. 14. Many: Networks We: Communities Me: the Individual Blogs, email, research portfolios, RSS readers, the Brain… Forums, wikis, group blogs, content mgmt systems, LMS, platforms… Facebook, Twitter, YouTube, Wikipedia,etc…
  15. 15. purpose exercise <ul><li>PURPOSE! What is the purpose of your community/group? </li></ul><ul><li>Community Checklist </li></ul>http://onlinefacilitation.wikispaces.com/Online+Community+Planning+Checklist
  16. 16. http://www.flickr.com/photos/dsevilla/189528500/in/set-1368427/ #2 Emerging roles and practices…
  17. 17. <ul><li>… being a leader means providing a space for other people to find the truth about themselves. The leader is the person who creates the space, or the opportunity, where some truth can shine forth and where the people who inhabit the space can find themselves at the deepest level. </li></ul><ul><li>Fred Kofman </li></ul>
  18. 18. Rule of Thumb: Make way for teenaged elephants!
  19. 19. enable people to… <ul><li>discover & appropriate useful technology </li></ul><ul><li>be in and use communities & networks (people) </li></ul><ul><li>express their identity </li></ul><ul><li>find and create content </li></ul><ul><li>usefully participate </li></ul>
  20. 20. <ul><li>facilitators </li></ul><ul><li>community leaders </li></ul><ul><li>technology stewards </li></ul><ul><li>network weavers </li></ul><ul><li>Independent thinkers </li></ul>
  21. 21. Thanks! Nancy White [email_address] http://www.fullcirc.com http://bit.ly/csp5uZ
  22. 22. Online Facilitation (STUFF we DID NOT USE but which you might find useful...)
  23. 23. Facilitating Online Interaction: What’s It All About, Anyway? Nancy White, Full Circle Associates cc 2007
  24. 25. 2. Online Communications Nancy White, Full Circle Associates, cc 2007
  25. 26. Nancy White, Full Circle Associates, cc 2007 Bumblebee time...
  26. 27. Nancy White, Full Circle Associates, cc 2007 tortise time...
  27. 28. http://www.flickr.com/photos/b-tal/179390341 / &quot;To receive everything, one must open one's hands and give” Taisen Deshimaru 3. Learning Together Nancy White, Full Circle Associates, cc 2007
  28. 29. 4. Facilitation <ul><li>Me: Identity/Reputation / Presence </li></ul><ul><li>Us: Relationship </li></ul><ul><li>Benefit: Process </li></ul>Nancy White, Full Circle Associates, cc 2007
  29. 30. From: http:// oubs .open.ac. uk /e-moderating/ fivestep . htm Gilly Salmon
  30. 31. Identity / Presence Relationship Process Benefit Nancy White, Full Circle Associates, cc 2007
  31. 32. Convening Conversations <ul><li>Invite </li></ul><ul><li>Focus </li></ul><ul><li>Questions </li></ul><ul><li>Control   emergence </li></ul><ul><li>Feed </li></ul>Nancy White, Full Circle Associates, cc 2007
  32. 33. 5. Intercultural Antennae …including professional culture Nancy White, Full Circle Associates, cc 2007
  33. 34. 6. Tolerance for A m Bigu i tY Move forward without certainty Nancy White, Full Circle Associates, cc 2007
  34. 35. 7. Bridge & Connect <ul><li>Multi-membership </li></ul><ul><li>Connectors </li></ul><ul><li>Networkers </li></ul><ul><li>Multiple perspectives </li></ul>Nancy White, Full Circle Associates, cc 2007
  35. 36. ODI: 6 Network Functi ons <ul><li>Filters </li></ul><ul><li>Amplifyers </li></ul><ul><li>Convenors </li></ul><ul><li>Facilitators </li></ul><ul><li>Investors </li></ul><ul><li>Community builders </li></ul>http://www.odi.org.uk/Rapid/Projects/PPA0103/Functions.html
  36. 37. 8. Technical Skills <ul><li>Know enough </li></ul><ul><li>Be curious </li></ul><ul><li>Experiment </li></ul><ul><li>Have friends </li></ul>Nancy White, Full Circle Associates, cc 2007
  37. 38. Finally…1. Self-Awareness Nancy White, Full Circle Associates, cc 2007
  38. 39. A Systems View of Community Facilitation (STUFF WE DID NOT USE)
  39. 40. 1. Work with the whole system
  40. 41. Source: Keith McCandless http://socialinvention.net
  41. 43. Who needs to be “in the room” to make this happen? Catalysts and connectors
  42. 44. From David Wilcox
  43. 45. 2. Identify and build on assets .
  44. 46. http://www.plexusinstitute.org/complexity/index.cfm?id=3
  45. 48. 3. Engage the system in the learning
  46. 49. We learn from each other. We learn when we “ do .”
  47. 50. Participation Practices <ul><li>Open Space ( http://www.openspaceworld.org ) </li></ul><ul><li>World Café ( http://www.theworldcafe.org ) </li></ul><ul><li>Positive Deviance </li></ul><ul><li>Storytelling </li></ul><ul><li>… and many, many more </li></ul>
  48. 51. Keep it simple <ul><ul><li>Keep technology simple , relevant, and local </li></ul></ul><ul><ul><li>Build on what is there and being used </li></ul></ul><ul><ul><li>Involve users in the design </li></ul></ul><ul><ul><li>Strengthen capacity </li></ul></ul><ul><ul><li>Introduce greater monitoring & evaluation, especially participatory approaches . </li></ul></ul><ul><ul><li>Include communication strategies. </li></ul></ul><ul><ul><li>Research and share learning about what works, and what fails. </li></ul></ul>http://www.infodev.org/en/Publication.84.html
  49. 52. http://www.flickr.com/photos/dsevilla/189528500/in/set-1368427/ 4 . Find where we can do the most as leaders .
  50. 53. <ul><li>Do we…. </li></ul><ul><ul><li>let it happen? </li></ul></ul><ul><ul><li>help it happen? </li></ul></ul><ul><ul><li>make it happen? </li></ul></ul>
  51. 54. What are some “mud maps” we can think about today? What conditions might we create for these learning patterns and relationships?
  52. 55. Background Stuff on Communities of Practice WHICH WE DID NOT USE
  53. 56. A Communities of Practice Lens: What can it show us? Nancy White Full Circle Associates
  54. 57. A Community of Practice Perspective
  55. 58. Distributed CoPs: Benefits? Bullish? <ul><li>Potential for diversity </li></ul><ul><li>Border/boundary spanning </li></ul><ul><li>Multi-modal </li></ul><ul><li>Accumulate Artifacts </li></ul><ul><li>Complex </li></ul>
  56. 59. Challenges <ul><li>Diffuse attention </li></ul><ul><li>Diverse intention </li></ul><ul><li>Fuzzier identity </li></ul><ul><li>Invisible boundaries </li></ul><ul><li>Lurking </li></ul>
  57. 60. What is a CoP? Why care? <ul><li>“ CoPs develop around things that matter to people…. The difference between a CoP and a team is that the shared learning and interest of its members are what keeps it together. It is defined by knowledge rather than task. It exists because participation has value to members . </li></ul><ul><li>“ In their teams, they take care of projects. In their networks, they form relationships. In their CoPs they develop the knowledge that lets them do these other tasks </li></ul><ul><li>Etienne Wenger, 1998 </li></ul>
  58. 61. Some Comparisons As long as interest remains Informal network Friends and acquaintances Collect & pass on information Mutual needs, friends hip As long as reason to connect exists Etienne Wenger 2003 Who belongs Purpose Cohesiveness Duration Formal Org. Hierarchical reporting To deliver a product or service Organizational goals Until next reorganization Project Team Management assigned To accomplish a specific task Project goals Until project is complete Community of Practice Voluntary, invited or self - selected Build & exchange knowledge Passion, identity, commitment
  59. 62. CoPs and Social Networks <ul><li>Nurturing/preserving/ the social capital created by an educational or work experience </li></ul><ul><li>Embedding the results of training in new work practice </li></ul>P E R F ORMANCE Purpose S OCIAL F ORMATION PRACTICE
  60. 63. Is the distinction between a CoP, team or other form relevant to your situation? <ul><li>A = Yes </li></ul><ul><li>B = No </li></ul><ul><li>C = Lets talk about this more! </li></ul>
  61. 64. A Community of Practice Perspective: Domain
  62. 65. Domain: Shared Interest; Purpose <ul><li>What are we about? </li></ul><ul><li>What is our identity? </li></ul><ul><li>Significance? </li></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><li>individual </li></ul></ul><ul><li>Scope? </li></ul><ul><li>Learning and doing </li></ul>
  63. 66. What is Purpose? <ul><li>“ A purpose is a social invention. It is constructed out of the intentions of the people in interaction with their environment. </li></ul><ul><li>Purpose is the meaning of the group's existence. </li></ul><ul><li>Purpose is the intended impact of the groups actions (or non-action) on the world.” </li></ul><ul><li>Jon C. Jenkins Imaginal Training, Groningen, The Netherlands </li></ul>
  64. 67. P ractical Purpose Points <ul><li>Is it clear? </li></ul><ul><li>Is it sharable? </li></ul><ul><li>Is it inviting? </li></ul><ul><ul><li>Organization </li></ul></ul><ul><ul><li>individual </li></ul></ul><ul><li>Is it reasonable? </li></ul><ul><li>Is it negotiable? </li></ul>
  65. 68. Does your community have a clear purpose? <ul><li>A = Absolutely </li></ul><ul><li>B = Maybe not </li></ul><ul><li>C = Nope! </li></ul>
  66. 69. A Community of Practice Perspective: Community
  67. 70. What is a community ? <ul><li>“ A set of people (or agents in a more abstract sense) with some shared element…a group of people or things that live in the same area. The substance of shared element varies widely, from a situation to interest to lives and values. The term is widely used to evoke sense of collectivity.” en.wikipedia.org/wiki/Community </li></ul>
  68. 71. … in a CoP sense? <ul><li>Who is involved? </li></ul><ul><li>What roles? </li></ul><ul><li>What relationships? </li></ul><ul><li>How do they interact to solve problems & answer questions? </li></ul><ul><li>How is engagement and trust fostered? </li></ul>
  69. 72. <ul><li>Control <--> Emergence </li></ul><ul><li>Translucent design </li></ul><ul><li>Transparent facilitation </li></ul><ul><li>Surface values & agreements </li></ul>Keys to Community Interaction
  70. 73. Social Translucence <ul><li>“ Vital tension between privacy and visibility.” Erickson </li></ul><ul><li>The “door with the glass window” </li></ul><ul><li>Visibility </li></ul><ul><li>Awareness </li></ul><ul><li>Accountability </li></ul>
  71. 74. Translucent Systems <ul><li>Balance of public and private spaces </li></ul><ul><li>Balance of push/pull of information </li></ul><ul><li>Clarity on decision making authority & processes </li></ul><ul><li>Shared goals, but often individual work </li></ul>
  72. 75. Norms, Agreements & Accountability <ul><li>What is the minimum? </li></ul><ul><li>How explicit? </li></ul><ul><li>How to make visible? </li></ul><ul><li>How to keep them “alive?” </li></ul><ul><li>What shared values underpin? </li></ul>
  73. 76. <ul><li>Lave&Wenger, 1991 </li></ul><ul><li>“ In the workplace, learners can, when they need, steal their knowledge from the social periphery made up of other, more experienced workers and ongoing, socially shared practice.” (Brown&Duguid, 1992) </li></ul>Legitimate Peripheral Participation Picture courtesy of http://www.flickr.com/photos/rollerboogie/
  74. 77. Leadership online? <ul><li>Servant leaders </li></ul><ul><li>Lead by action & example </li></ul><ul><li>More explicit than offline </li></ul><ul><li>Perhaps more process-focuses </li></ul><ul><li>Hold the space </li></ul><ul><li>Shared </li></ul><ul><li>Tolerant of ambiguity </li></ul>
  75. 78. A Community of Practice Perspective: Practice
  76. 79. Practice <ul><li>Domain-related practice </li></ul><ul><ul><ul><li>What knowledge matters? </li></ul></ul></ul><ul><ul><ul><li>What activities Needed? </li></ul></ul></ul><ul><ul><ul><li>What tools? </li></ul></ul></ul><ul><li>Meta-practice of being a CoP </li></ul><ul><li>Meta-practice of a distributed CoP </li></ul>DOMAIN Practice “ Being in a CoP” Practice Distributed
  77. 80. The “place between the spaces” <ul><li>What practices enhance community formation &thriving? </li></ul><ul><li>How does practice show up online and offline? </li></ul><ul><li>What is the tolerance for risk & experimentation? </li></ul>
  78. 81. The Power of Conversation <ul><li>Yearn for “pub” or coffee shop </li></ul><ul><li>Social conversation (ad hoc, unstructured, no explicit focus) </li></ul><ul><li>Scientific discussion (topically organized, structured around data & hypothesis) </li></ul><ul><li>Blend of both </li></ul><ul><li>Time issues </li></ul>
  79. 82. Collaboration <ul><li>Whole greater than parts </li></ul><ul><li>Derived from purpose and outcomes </li></ul><ul><li>Principles determine behaviors </li></ul><ul><li>Based on honest assessments </li></ul><ul><li>Ownership and commitment </li></ul><ul><li>Inclusive </li></ul><ul><li>Martin Leith http://www.martinleith.com/lgi/chapter.html </li></ul>
  80. 83. Inquiry <ul><li>Define the problem </li></ul><ul><li>Develop and evaluation solution alternatives </li></ul><ul><li>Come to some resolution </li></ul><ul><li>Develop a plan of action </li></ul><ul><li>Reflect on the process </li></ul>

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