This document discusses communities of practice (CoPs), which are informal groups that develop among people who engage in a shared profession or area of interest. CoPs can benefit organizations by facilitating knowledge sharing and innovation. While self-organizing, CoPs require support through resources and coordination to maximize their benefits. The document outlines factors for success, such as a learning culture and leadership support, and challenges to address, like ensuring voluntary participation. It proposes identifying high-interest domains and leaders to begin cultivating initial CoPs.

1. Communities of Practice
1st May, 2014

2. 2 Document Title
 Communities of Practice (CoPs)
 Why and the Business Benefits
 Structural Dynamics of a CoP
 CoP versus Formal Work Group
 Paradox of Management
 The role of OD
 Critical Success Factors & Challenges
 Where to begin? Low Hanging Fruit?
Overview

3. 3 Document Title
Communities of Practice (CoP)
 A Community of Practice (CoP) is a group of people who share a craft and/or
profession
 CoPs were common in ancient times with metalworkers, potters and masons
sharing their craft
 CoPs can evolve informally (due to a common interest) or created formally
(with assistance) with the goal of gaining knowledge related to their field
 Members share information and experiences and have an opportunity to
develop themselves personally and professionally
 Cognitive Anthropologists Jean Lave and Etienne Wenger are thought leaders
in this space

4. 4 Document Title
Why and the Business Benefits
 Organisations are in the business of knowledge. Competitive advantage is
gained through the exploitation of knowledge
 Tacit versus non-tacit knowledge (20% - Relationships)
 Benefits might include:
o Innovation and Achievement
o Cost-savings and efficiencies
o Increased customer satisfaction
o Higher engagement
o Talent management and retention

5. 5 Document Title
CoP versus Formal Work Group
What’s the
purpose?
Who belongs? What holds it
together?
How long does
it last?
CoP To develop members’
capabilities; to build
and exchange
knowledge
Members who
select themselves
Passion,
commitment, and
identification with
the group’s
expertise
As long as there is
interest in
maintaining the
group
Formal
Work Group
To deliver a product
or service
Everyone who
reports to the
group’s manager
Job requirements
and common
goals
Until the project
has been
completed
Source: Wenger and Snyder, Communities of Practice: The Organizational Frontier – Harvard Business Review

6. 6 Document Title
Structural Dynamics of a CoP
Source: Bersin and Associates, Structural Dynamics of a Community of Practice

7. 7 Document Title
A Paradox of Management
 Can you formally establish an informal social network?
 “Although CoPs are fundamentally informal and self-organizing,
they benefit from cultivation.”
 By their very nature CoPs are informal and member-driven, but
require assistance with coordination and obtaining resources
(budget etc)
 Intentionally Nurture don’t Manage

8. 8 Document Title
OD’s role
 Identify potential communities of practice that will enhance the
company’s strategic capabilities
o Define relevant business challenge (Domain)
 Provide the infrastructure that will support such communities
and enable them to apply their expertise effectively
 Use non-traditional methods to assess the value of the
company’s CoP

9. 9 Document Title
Critical Success Factors / Challenges
 WIIFM – Why would employees voluntarily participate and exert discretionary
effort?
 Leadership formally acknowledge the role of CoPs. Snr. Leaders act as sponsors
helping to coordinate and resource CoP activity NOT set agenda
 Organisation needs to be open to ‘distributed leadership’ approaches. CoPs are
not defined by a formal hierarchy
 Learning Culture (refer to L&D Scorecard results)
 Strong company vision lends impetus to the development of CoPs
 Commitment and time to participate (Wengers 3 Levels of Participation)
 Celebrate Successes
 Value CoP participation as a legitimate and revered form of professional growth

10. 10 Document Title
 Identify the Domain likely to generate interest
 Conduct Delphi evaluation process to identify Domain interest
areas
 Engage thought leaders; negotiate their role in CoP with their
manager/s. Formalise role with a Goal in their WEDP (their
efforts are reflected in their performance review).
Where to begin? Low Hanging Fruit?

11. 11 Document Title
 Social Media
 Digital Platforms
 Business Intelligence & Data
 Technology Collaboration
 Understanding the Audience
 Technological change (Role of T&D, PMO, Project Phases)
 Writing a good story
 Video-journalism/Multimedia Journalism
 Re-purposing content for multiple platforms (Rhiannon Elstom)
 Use of SharePoint as a communications/collaboration tool
Potential Domain Areas

12. 12 Document Title
 CoPs give you not only the golden eggs but also the goose that
lays them