The document presents a paper by Johann van Wyk on communities of practice (CoPs) within information service organizations, highlighting their role in knowledge management and learning. It discusses the stages of CoP development, various case studies including the Academic Information Service at the University of Pretoria, and the potential roles of information specialists in these communities. The paper concludes by questioning whether CoPs are effective or merely a 'wild goose chase' in achieving their objectives.

1. CoPs in Information Service
Organisations: a wild goose
chase?
Paper Presentation by Johann van Wyk at the
HICSA Meeting held on 2 November 2005

2. Introduction
•
•
•
•
•
•
Knowledge:Tacit or Explicit
Knowledge Management
Learning Organisation
Communities of Practice (CoPs)
Stages in the development of CoPs
CoPs in an Academic Library: Case
Study: Academic Information Service,
University of Pretoria

3. Knowledge
• Explicit knowledge
• Tacit knowledge

4. Communities
of Practice
Knowledge
Management
Learning
Organisations

5. Knowledge Management
• Definition:
- Utilisation and exploitation of all
knowledge assets of organisation
- Including all its info and its human
experience and expertise
- Ensure sustainability and competitive
advantage

6. KM Definition (Cont.)
- Utilises its culture, processes and
infrastructure to
- Create, identify, capture, share, use & reuse knowledge
- Adding optimal value to client’s
knowledge base

7. Learning organisations
• Definition:
“An organisation that can identify, develop
and utilize its tacit and explicit knowledge
capabilities, enabling the organisation to
expand its capacity to learn and grow, and to
modify its behaviour to reflect new
knowledge and insights, and in doing so to
improve its performance and success”.

8. Communities of Practice (CoPs)
• Background:
- Social groups: e.g. Drinking clubs, Roman
Collegia, Guilds, Caste System in India,
regiments, old-boy-networks, peer groups and
gangs.
- Academic groups: e.g. Royal Society, American
Philosophical Society
- Informal Academic Groups: Invisible Colleges
- Xerox: Communities of Professionals
- Jean Lave and Etienne Wenger

9. What is a Community of
Practice?
“A Community of Practice is a network
of people emerging spontaneously, and
held together by informal relationships
and common purpose, that share
common knowledge or a specific
domain, expertise and tools, and learn
from one another”.

10. Communities
of Practice
Knowledge
Management
Learning
Organisations

11. Capturing knowledge through
CoPs
• Storytelling
• Role-play/scenarios

12. Capturing knowledge through CoPs
(Cont.)
• Knowledge Mapping
orgnet.com

13. Case Study:
Academic Information Service
(AIS), University of Pretoria,
South Africa
• Background
• Respondents
• Method: Literature study and Interviews

14. CoPs identified in the AIS

15. Cross Organisational CoPs
AIS
Government
Department
CoP
Other library
Academic
department at
other University
Academic
Department

16. Knowledge Management
Practitioners Group of Pretoria
• http://www.kmpg.org

17. GCATS (GAELIC Cataloguers)

18. Maritime Archaeology Group
Lecturer
Students
Maritime
Archaeology
Researchers
from
Cape Town
Information
Specialist

19. Virtual Group on
Water Research

20. Virtual Group on Architecture

21. African Goats Group

22. Internal CoPs in the AIS

23. Information Specialists Group
Law
Economic and
Management
Sciences
Medical
Sciences
Theology &
Sociological
Sciences
Natural & Agric.
Sciences
and Engineering
Information
Specialists
Group
General
Humanities
Groenkloof
(Education)
Veterinary
sciences

24. Digital Repositories Group

25. Informal Network for
E-Information Experts

26. Stages in development of a CoP

27. Results

28. Role of Management

29. Time to participate

30. Workload

31. Rewards or Incentives

32. New Members

33. Size of the CoP
• Ideal size: 15 – 20 members

34. Trust

35. Coordination or Facilitation
role in the CoP

36. Formal v Informal

37. Information
Technology
•
•
•
•
E-mail and Listservs
Telephone and Teleconferencing
Web Pages
Virtual Workspaces on Portals, e.g.
InfoPortal of UP

38. Conclusion
• Are CoPs in Information Service
Organisations a wild goose chase?

39. Stages in development of a CoP

40. Potential
Definition
The possibility for the formation
of a community exists.
Fundamental function
Connection.
Possible role of information
specialist/librarian
Identify suitable candidates to
join;
Market CoP to potential
members;
Identify existing communities;
Sell CoP to management for
support;
Conduct interviews and facilitate
group dialogue;
Act as Community Champion or
coach a Community champion.

41. Formation
Definition
The members come together,
form a community and set out its
operating principles.
Fundamental function
Capturing memory, context
creation and structuring.
Possible role of information
specialist/librarian
Act as facilitator;
Set up, facilitate and document
informal meetings;
Map knowledge flows and
knowledge relationships;
Build group identity by setting up
a homepage or designing a virtual
workspace.

42. Commitment
Definition
The community executes and
improves its processes.
Fundamental function
Access and learning.
Possible role of information
specialist/librarian
Design knowledge capture and
documentation systems;
Design, convene and facilitate
seminars and conferences;
Develop support strategies for the
group learning agenda.

43. Active
Definition
The community understands and
demonstrates benefits from
knowledge sharing and the collective
work of the community.
Fundamental function
Collaboration.
Possible role of information
specialist/librarian
Encourage
members
to
stay
committed;
Make online links to members'
papers;
Publish stories on individuals or
communities in newsletters or other
corporate-wide publications;
Address organizational issues that
are helping or hindering activity;
Help negotiate role of CoP in
organizational decision-making;
Forge linkages with other groups and
communities.

44. Scenario 1 – Adaptive
Definition
The community adapts to
changes in the environment
Fundamental function
Innovation and generation
Possible role of information
specialist/librarian
Mentor/teacher
Facilitator
Innovator

45. Scenario 2 – Disengage and Disperse
Definition
The usefulness of the community
for its members and supporting
organization has been outlived,
and its members move on
Fundamental function
Disengagement
Possible role of information
specialist/librarian
Facilitate
Convene reunions
Maintain directory

46. Conclusion