Presentació "Success Factors of Communities of Practice in Public Administration: the Case of Catalonia’s Government"

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Presentació del programa Compartim a la 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology

Presentación del programa Compartim en la 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology.

Presentation of the program Compartim in 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning, New York Institute of Technology.

Nova York, 10 d\'octubre de 2008.

Published in: Education
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Presentació "Success Factors of Communities of Practice in Public Administration: the Case of Catalonia’s Government"

  1. 1. © Mario Pérez-Montoro 5th International Conference on Intellectual Capital, Knowledge Management & Organisational Learning New York Institute of Technology, New York, USA 9-10 October 2008 Success Factors of Communities of Practice in Public Administration Dr. Mario Pérez-Montoro Department of Information Science University of Barcelona Jesús Martínez Marin Center for Legal Studies and Specialist Training Generalitat de Catalunya 1
  2. 2. © Mario Pérez-Montoro 1. Introduction 2. Communities of Practice in Public Administration 3. Life cycle of Communities of Practice 4. Indicators for the classification of communities 5. Success factors 6. Conclusions 2
  3. 3. © Mario Pérez-Montoro 1. Introduction • Organizations: • Depositories of large quantities of information and knowledge • Organizational structures and culture do not enable knowledge to be properly exploited • KM project in the Justice Department of the Generalitat de Catalunya: • 14 communities of practice, 27 working groups and more than 2000 people • Success factors of Communities of Practice in public administration 3
  4. 4. © Mario Pérez-Montoro 2. Communities of Practice in Public Administration • Public administration: • Different organizational groups and structures • Model for classification of units capable of hosting communities of practice : • Size and specialization of the professional grouping • Level of obsolescence of the professional knowledge • Level of organizational hierarchies • Level of involvement of information technologies and communication 4
  5. 5. © Mario Pérez-Montoro Need for constant Non Small size Direct link with innovation and hierarchical professional ICTs to carry out knowledge structure grouping work Psychologists x x x Legal experts x x Professors x Art instructors x x Prison educators Youth Justice Professionals x x Youth Justice Mediators x x Youth Justice Educators Youth Justice legal advisors X x x Legal librarians X x x x Legal registrars x x x x Language teachers x x Table 1: Classified professional groupings 5
  6. 6. © Mario Pérez-Montoro 3. Life cycle of communities of practice • Communities of Practice: • Not always take root in the same way within an organization • Standard life cycle of communities of practice in public administration : • Nascent or seed community • Developing community • Consolidated community • Mature community 6
  7. 7. © Mario Pérez-Montoro Proto-Community • Group of enthusiastic people First Stage of Practice • No action for knowledge transfer • Genuine Community of Practice Developing Community • Actions for knowledge transfer Second Stage of Practice • Exchanges of information normally presence based and do not correspond to a pre-fixed schedule • Leader or moderator with a range of responsibilities • Members with role in discussions and a shared schedule of Consolidated Community Third Stage of Practice presence based meetings • Computer system for discussions and exchanges through virtual strategies • Community highly consolidated, invisible and integrated into the day to day processes Mature Community Fourth Stage of Practice • Organization acts as a large community of practice • Community of practice becomes an important part of the organization’s DNA Table 2: Development of a community of practice in public administration 7
  8. 8. © Mario Pérez-Montoro 4. Indicators for the classification of communities • Indicators for nascent or seed community of practice: • Characteristics of the professional grouping: • High level of institutional commitment, concern for the problems and proposals for innovation and improvement • Collaborative work process and production of knowledge: • Value placed on collaborative work, desire to find responses in their own colleagues, lack of coordination, and absence of collective production of knowledge • Institutional facilitators and external support elements: • Absence of workplace or institutional conflict and absence of a leader or moderator 8
  9. 9. © Mario Pérez-Montoro • Indicators for developing community of practice: • Characteristics of the professional grouping: • High level of institutional commitment, concern for the problems and proposals for innovation and improvement • Collaborative work process and production of knowledge: • Value placed on collaborative work, desire to find responses in their own colleagues, coordination for knowledge exchange, nascent of collective production and dissemination of knowledge • Institutional facilitators and external support elements: • Absence of workplace or institutional conflict, formalized incentives policy, knowledge exchange meetings (no schedule) and existence of a leader or moderator 9
  10. 10. © Mario Pérez-Montoro • Indicators for consolidated community of practice: • Characteristics of the professional grouping: • High level of institutional commitment, concern for the problems and proposals for innovation and improvement • Collaborative work process and production of knowledge: • Consolidation of collective production and dissemination of knowledge and application of the knowledge to the organization • Institutional facilitators and external support elements: • Formalized incentives policy, programmed knowledge exchange meetings, virtual environment to KM, and presence of a moderator and an external facilitator 10
  11. 11. © Mario Pérez-Montoro • Indicators for mature community of practice: • Characteristics of the professional grouping • Collaborative work process and production of knowledge • Institutional facilitators and external support elements: • Elements integrated within the culture and operating processes managed by the organization 11
  12. 12. © Mario Pérez-Montoro 5. Success factors • Reactive (or pull) factors of success: • Creation of a communities of practice only in especial contexts • Institutional commitments with the correct evolution of the community • Proactive (or push) factors of success: • Community objectives in line with the organization • External expert and programmed physical meetings • Training (information literacy and communication techniques) • Human resources available to communities 12
  13. 13. © Mario Pérez-Montoro 6. Conclusions • Mature community of practice not detected • Absence of workplace or institutional conflict • External expert and training • Physical meetings and incentives policy • Increasing quality standardization and institutional commitment 13
  14. 14. © Mario Pérez-Montoro Thanks for your attention! 14

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