The document discusses lessons learned about knowledge communities and why communities of practice (CoPs) sometimes fail to meet expectations. It provides reasons why CoPs lack realistic expectations, such as assuming participation can be purchased or outsourcing knowledge management. It emphasizes that CoPs must relate to real work, require quality initial content, and have monitoring in place. Additionally, the document stresses that organizational change happens through personal transformation and people don't change simply because managers tell them to.

1. What I Learnt about Knowledge Communities a Conversation @Abdul Jaleel Tharayil Venue: Indian Institute Of Science - Bangalore Date: Jan, 2008

2. Tacit Knowledge Exchange Vs Tacit Knowledge Capture Key point: Have a strategy to learn lessons; not to capture and forget

3. Top Few Reasons why CoPs lack realistic Expectations

4. #1 Culture can’t be mandated and change doesn’t happen overnight Key point: Building communities takes time

5. #2 Purchase Participation Assuming that Participation in collaboration efforts could be “purchased” Key point : Quality is more important than quantity, and adding KM to the evaluation process often helps with middle management resistance to participation

6. #3 Outsource KM Efforts? Key point: Consultants saying “here is what YOU need to do” will never be as effective as you and your colleagues in your company saying “here is what WE need to do”

7. #4 Staff KM Function with anyone available Exceptional people skills are a must Must understand & believe in what CoPs can do Must have a dedicated team Key point: KM staff must be team members, who are credible individuals that are able to integrate CoP potential into business needs

8. #5 KM for the sake of KM CoPs need to adapt to the work, not the opposite Key point: CoPs must relate to getting real work done

9. #6 Minimal Investment? May only get one chance with many potential members – launch with a Bang! Individual participation will grow over time if you give potential members a reason to stay/come back Key point : First step to interesting potential members is “helping me solve my problem” and that takes quality content

10. #7 It’s not about ‘If’, it’s about How? Key point : When business goals are met, barriers fall. Else, Cops will Try and Find common Ground – Side with business goals

11. #8 There is nothing called ‘Organizational Change’ Key point : Organizational transformation is a consequence There is only personal transformation – Individual needs to buy into your CoPs primary intent and evolve overtime

12. What can go Wrong?

13. What can go Wrong? #1 People don’t change because you as a CKO/KM Manager tell them.

14. What can go Wrong? #2 Not monitoring progress right from the beginning If you can’t figure out how to monitor and measure progress and relative impact, you don’t understand how CoPs are going to help Key point : It’s time for you to refresh your CV

15. What can go Wrong? #3 ‘ Confusing knowing with doing’ Key point : Don’t beat around the bush with BIG plans-get your hands dirty

16. What can go Wrong? #4 Inadequate structure to drive change and hold it together Key point : Ensure you have ‘long enough lever’ to lift the earth when warranted

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