Communities of Practice in Information Service Organisations: a wild goose chase? Paper Presentation by Johann van Wyk at the Health Information Community of South Africa (HICSA) Meeting held on 2 November 2005
Communities of Practice in an academic library: a run on the wild side?Johann van Wyk
Communities of Practice in an academic library: a run on the wild side?
Presentation by Johann van Wyk at the
5th ICAHIS Conference held on 4-7 July 2005 at
Onderstepoort, University of Pretoria,
South Africa
Rediscoverying discovery: three general exampleslisld
Presented at CNI virtual meeting, an overview of some trends in library discovery. Considers how libraries are considering how to present a more holistic experience online.
Although library collaboration is common and many libraries collaborate through many organizations, it is a relatively unexamined aspect of library work. Many descriptions exist, but little from the point of view of organization and motivation. We will present a framework for thinking about library collaboration and draw out some of the challenges successful collaborations face. We will also consider how collaboration is evolving and how trends may be accelerated. We will emphasize that collaboration is a set of strategic and tactical choices, that it is very influenced by people and politics, and that collective action poses problems.
These dynamics are very much alive in questions around collective collections. We will look at collections as an example of the consolidation vs autonomy dynamic we observe in consortia generally. We also try and provide some guidance about how a collective collections initiative would be shaped – to identify points where decisions and commitments need to be made. We consider retrospective collection coordination (digitization, resource sharing, shared print) which currently tends to be layered over relatively autonomously developed collections, optimized at the institutional level, and prospective collection development (where libraries work together to optimize at the system level through collaborative collection development, licensing and so on). We consider some different dynamics with licensed and purchased materials, as well as institutionally created materials (research outputs, …).
Communities of Practice in an academic library: a run on the wild side?Johann van Wyk
Communities of Practice in an academic library: a run on the wild side?
Presentation by Johann van Wyk at the
5th ICAHIS Conference held on 4-7 July 2005 at
Onderstepoort, University of Pretoria,
South Africa
Rediscoverying discovery: three general exampleslisld
Presented at CNI virtual meeting, an overview of some trends in library discovery. Considers how libraries are considering how to present a more holistic experience online.
Although library collaboration is common and many libraries collaborate through many organizations, it is a relatively unexamined aspect of library work. Many descriptions exist, but little from the point of view of organization and motivation. We will present a framework for thinking about library collaboration and draw out some of the challenges successful collaborations face. We will also consider how collaboration is evolving and how trends may be accelerated. We will emphasize that collaboration is a set of strategic and tactical choices, that it is very influenced by people and politics, and that collective action poses problems.
These dynamics are very much alive in questions around collective collections. We will look at collections as an example of the consolidation vs autonomy dynamic we observe in consortia generally. We also try and provide some guidance about how a collective collections initiative would be shaped – to identify points where decisions and commitments need to be made. We consider retrospective collection coordination (digitization, resource sharing, shared print) which currently tends to be layered over relatively autonomously developed collections, optimized at the institutional level, and prospective collection development (where libraries work together to optimize at the system level through collaborative collection development, licensing and so on). We consider some different dynamics with licensed and purchased materials, as well as institutionally created materials (research outputs, …).
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In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
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However, there are other aspects of collective activity that are becoming more important. In fact, I suggest that two are increasingly central to successful library activity: these are learning and innovation.
Thinking this way about consortial activity suggests four areas where libraries come together to create scale advantages: capacity, learning, innovation, influence.
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A presentation made on the Southern African Development Community (SADC) Transfrontier Conservation Area (TFCA) Network and communication portal, by Martin Leinweber of GiZ
How to develop a Knowledge Management Strategy for your Library Practical Pr...unulwbpartnership
In simple terms a KM strategy is the process of generating, codifying, and transferring explicit and tacit knowledge within an organization, getting the right information, to the right people, in the right place and at the right time.
The powers of consortia: scaling capacity, learning, innovation and influencelisld
Libraries and related organizations group together in a variety of ways to get their work done. They consort, for example, to lobby, to negotiate and license, and to build shared infrastructure.
However, there are other aspects of collective activity that are becoming more important. In fact, I suggest that two are increasingly central to successful library activity: these are learning and innovation.
Thinking this way about consortial activity suggests four areas where libraries come together to create scale advantages: capacity, learning, innovation, influence.
Some consortial organizations span several of these, some are more specialised.
This presentation will consider consortia under these headings. It will also briefly discuss how choices about scope, scale and sourcing are important decision points for consortia when considering their mission and investments.
A Presentation made by A.H. Monjurul KABIR during XII International Anti-Corruption Conference (IACC) at the strategic session on sharing information and knowledge to fight corruption. The key presentation focuses on strtaegies deployed UN - UNDP in particular..
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presented at the Medical and Health Librarians Association of the Philippines (MAHLAP) Conference on Knowledge, Skills, and Personality Enhancement: Platform for Change, held at Pearl Manila Hotel, UN Avenue, Manila, Philippines on 2004 Feb19
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CoPs in Information Service Organisations: a wild goose chase?
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
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”.
13. Case Study:
Academic Information Service
(AIS), University of Pretoria,
South Africa
• Background
• Respondents
• Method: Literature study and Interviews
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
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