Communities of Practice: Passing the Fitness Test (For Presentation)

8/2/2019 Communities of Practice: Passing the Fitness Test (For Presentation)

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Olivier SerratPncp Knowdg Mngmn Spcs

Knowdg Mngmn Cnrgon nd Susnb Dopmn Dpmnasn Dopmn Bnk

Organization, People, Knowledge, and Technology for Learning


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The Three Dimensions of Asking, Learning,and Sharing

1

2Attributes

3Basic Structure

4Essentials

5Generic Actions

6Areas of Competence for Communitiesof Practice

7Critical Success Factors

8Recurrent Areas for Testing

10Value and Benefts o Communities

o Practice to ADB

Empowering Communities of Practice in ADB 1

1Knowledge Management and Learning Webpages

1Communities of Practice Webpages

1Knowledge Solutions

1Knowledge Showcases

12011 Survey of ADB-HostedCommunities of Practice

2About the Asian Development Bank

1Surveys of ADB-Hosted Communities of Practice

2Further Reading

1Enhancing Knowledge Managementunder Strategy 2020: Plan of Action (2009-2011)


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every

singleone of us

I ask questions.Inquiring minds

are welcome here.

I contextualizelearning to make

it real.

I share personaldetails, roles,

and skills.

We check frstto see what

already exists.

We connectand take

opportunitiesto learn.

We shareexperience,

evidence,and eedback.

We review lessonsas we go and

apply our learning.

We shareachievements,

outcomes,and pride.

We questionaccepted wisdom.ask

learn

share

working

in teams

as a

community

The Three Dimensionsof Asking, LeArning, AnD shAring

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ATTribuTes

CoPs are groups o people who share a passion or something they know how to doand who interact regularly to learn how to do it better.

They enhance learning and empower people in their work.They have become an accepted part o organizational development.

shorT-Term VALuehelpwithchallengesaccesstoexpertisecondencefunwithcolleagues

meaningfulwork

problemsolvingtimesavingknowledgesharingsynergiesacrossunitsreuseofresources

Long-Term VALuepersonaldevelopmentreputationprofessionalidentitycollaborativeadvantage

marketability

strategiccapabilitieskeepingabreastinnovationretentionoftalentsnewstrategies

m

oazat

One o the challenges o developmentis how to access and share tacit knowledgeTacit knowledge needs must be transmitted

by special methods.

Learning organizations build CoPs,leverage them with eect, and link them

to networks o practice.

The simple act o joining and beingregularly involved in organized groups

has a very signifcant impact on individualhealth and well-being.

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bAsic sTrucTure

Most CoPs comprise a p, an l,and an t l.

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essenTiALs

cP

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generic AcTions

seT The sTrATegic conTexTA strategic context lets the CoPfnd a legitimate place in the

host organizationArticulateastrategicvalue

proposition.Identifycriticaldevelopment

challenges.Articulatetheneedtoleverage

knowledge.

geT goingCultivate the CoP quickly to create early examples

that allow sta members to learn by doing Articulateastrategicvalueproposition. Identifycriticaldevelopmentchallenges.

Articulatetheneedtoleverageknowledge.

eDucATe

CoPs are a amiliar experience,but sta members need tounderstand how the new CoP fts

in their work Conductworkshopstoeducate

management and potentialmembers about the CoPsapproach.

Helpstaffmembersappreciatehow CoPs are inherently sel-defned and sel-managed.

Establishalanguagethatlegitimizes the CoP and establishits place in the organization.

inTegrATeADB must have structures and

processes to include the CoP, whilerespecting its roots in personal

passion and engagement IntegratetheCoPinthebusiness

processes o the organization. Identifyandworktoremove

obvious barriers. Alignkeystructuralandcultural

elements.

suPPorTCoPs can use light-handedguidance and technology

inrastructure Identifyneedsanddene

adequate inrastructure without

undue reliance on complextechnology. Provideprocesssupport,

coaching, and logistic assistance.

encourAgePractitioners usually see the value

o working as a community but mayeel the organization is not aligned

with their understanding Encourageparticipation.

ValuetheworkoftheCoP. Publicizesuccess.

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AreAs of comPeTence for communiTies of PrAcTic

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A successul CoP is able to cope with the organizational culture(and pragmatism) o its host.

ctAdomainthatenergizesthecore

group and inner circle

Skillfulandreputablemanagersand acilitators

InvolvementofmembersThedetailsofpracticeare

addressedRightrhythmandmixofactivities

oazatStrategicrelevanceofthedomainManagementsponsorship

(without micro-management)Judiciousmixofformal

and inormal structuresAdequateresourcesConsistentattitude

ft()Clearlydelineatedfunction(s)Capacities,skills,resources,and

systems match unction(s)

criTicAL success fAcTors

A azat ad t t a cP (ad allat t t) :

Thedomainisofstrategicimportancetothehost.

Thehostrecognizesknowledgemanagementandlearningasimportant.

TheCoPanditshostsharecommonvalues.

Theresultsarerelevantandbenecialforthehostanditsstaffmembers.

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recurrenT AreAs for TesTing

Da Istheareaofsharedinquiry,thekeyissuesthatrelatetoit,and the unction(s) o the CoP strategically relevant to ADB?

Arethetopicsofinteresttoallmembers?

Doallmembershavetheirownpracticeinthedomain?

mp Istherelevantexperienceonboard?

Istheheterogeneityofthemembersassured?

IstheCoPopentonewmembersandadvertisedassuch?

n

ad rl

Arerolesandaccountabilitiesdenedinacommonagreement?

Arebothdistantcontactsandface-to-facemeetingspossible?Whatisthebalancebetweengivingandtakingamongmembers?

stt

ad P

Isthechosenstructureclearandexibleenough?

Arekeyrolesinthecoregroupdened,e.g.,manager,facilitator,and back-stopper?

Isthestep-by-stepworkplanningprocessopenandtransparent?

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recurrenT AreAs for TesTing

fl

e

Domemberscareaboutcommoninterests,commitment,andtrust?

Arethereregularface-to-faceevents?Aresocialmoments

celebrated?IsthehistoryoftheCoPaliveandsharedwithnewmembers?

rlt Isdeliveringandreportingontangibleresultsacommonconcern?

Domembersdrawdirectandpracticalbenetsfromtheirinvolvement?

AreresultsofciallyrecognizedbyADB?

r DomembershavesufcienttimefortheCoP?

IsADBwillingtoprovidetime,space,andincentives?IsCoPfacilitationattractiveandstimulating?

Val Islisteningtoothersacardinalvirtue?

Arememberswillingtogivewithoutimmediatereturn?

Isdiversityinthinkingandpracticevalidated?

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VALue AnD benefiTsof communiTies of PrAcTice To ADb

ADBs numerous and diverse CoPs are the heart and soul o knowledge sharingin ADB. This owes to the social and organizational capital (experiences, insights,

and perspectives) their members oer. They can also play a leading role in helpingADB to lend smarter.

Theycaninuencedevelopmentoutcomesbypromotinggreaterand better inormed dialogue.

Theycanpromoteinnovativeapproachestoaddressspecicdevelopment challenges.

Theycandevelop,capture,andtransferbestpracticesonspecictopicsby stimulating the active sharing o knowledge.

Theycanlinkadiversegroupsofpractitionersfromdifferentdisciplines

and are thus intertwined with ADBs organizational structure. CoPsserveasanongoinglearningvenueforstaffmembers

(and outside practitioners) who share similar goals, interests, problems,and approaches.

Theycanrespondrapidlytoindividualinquiriesfrommembersand ADB audiences, clients, and partners with specifc answers

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enhAncing knowLeDge mAnAgemenT unDersTrATegy 2020: PLAn of AcTion (2009-2011)

sp kd f

aDB op(Add value at regional, country,

and project levels)

f e s l

d s Dp(Enhanceopportunitiesor sta to learn)

ep c

P(Collaborate or knowledge

generation and sharing)

s ex

kd Pp(Align and leverage external

knowledge)

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emPowering communiTies of PrAcTice in ADb

chALLengesLimitedoutreachtostaff

members, including thoseinRMsandROsBecauseoftheirlimited

budget, some CoPs maynot yet be able to delivertheir unctions ully

Themandatesandworkofthe CoPs should be bettersynchronized with the

priorities oStrategy 2020

cP gzsocial capital, knowledge sharing, learning, and change

agcuu, ruDopmn,

nd Food Scuy

Gnd equy Soc Dopmnnd Poy

educon Hh tnspo

engy Pubc Mngmnnd Gonnc

Ubn

enonmn Pubc-PPnshp

W

Fnnc ScoDopmn

rgon Cooponnd ingon

ProPoseD AcTions

1. EnsurethatCoPsandnetworksofpracticebecomeanintegralpartofADBsbusinessprocesses

2. Increase the budget o CoPs to an appropriate level, based on a clear set o objectives

and measurable outcomes o improved knowledge management

3. RequiretheCoPstoengageinexternalpartnershipsincludingregionalandnonregionalknowledgehubs4. Reviewtheroleofknowledgemanagementcoordinatorsandidentifywaystoharnesstheirknowledge,

skills, and experiences to empower CoPs

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knowLeDge mAnAgemenT AnD LeArning webPAges

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communiTies of PrAcTice webPAges

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communiTies of PrAcTice webPAges

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knowLeDge soLuTions

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knowLeDge showcAses

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surVeys of ADb-hosTeD communiTies of PrAcTice

a iq

ExtentofparticipationinCoPs

Insightsintotheclarityofdomains

Perceptionsofthevalue-addedbyparticularCoPs

Successfactors

InsightsintothevaryingpossiblefunctionsofCoPs

DimensionsofparticipationinspecicCoPs(includingincentives)

PerceptionsofADBsapproachtoCoPs

Recommendationstostrengtheneffectiveness

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2011 surVey of ADb-hosTeDcommuniTies of PrAcTice

key result areas

D. The areas o shared inquiry o CoPs are o undoubted interest

to their members. The ability o some CoPs to inspire members may owe

to issues o weak CoP leadership or the inability or unwillingness o members

to prioritize their time or participation.

mbp. It is reasonable to assume that all CoPs have access to the relevant

experience they need. Broadening the diversity o membership by includingADBs partners is worthy o urther consideration as is the need to improve sta

awareness o CoPs and thereby extending access to CoPs.

n d r. It is difcult to ascertain the balance between giving to and

taking rom CoPs but active membership o a CoP suggests that members receive

enough rom their involvement to justiy their participation.

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s d P.SomeCoPsmembersreferredtoweakleadership

or overly controlling leadership whilst others praised the work o their core groups.

The planning process or some CoPs was described by members as weak or,

in some cases, non-existent.

f e. CoPs need to be more creative o ways to engage members

in shared activity by learning rom the experiences o those that have successully

achieved the involvement o remote members.

r.RespondentshadverydifferentideasaboutwhatresultstheirCoPs

wereaimingtoachieve.Someviewedresultsinorganizationaltermsorinterms

o proessional and career development. The two are not mutually exclusive,

indeed one o the strengths o CoPs should be their ability to deliver dierent

types o results.

20

2011 surVey of ADb hosTeD


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r. Many CoP Members identiy time as the main obstacle to their

involvement. Whilst ofcially sanctioned and even encouraged, the experience

reported by some respondents was that their managers appeared to be only

lukewarm in their support o time spent on CoPs. CoP acilitation varies rom

stimulating to being in need o injection o resh ideas.

v. Because the absence o evidence is not the same as the evidence

o absence it is not possible to comment on the ftness test questions

concerning CoP values.

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furTher reADing

ADB.2008.Building Communities of Practice.Available: http://www.adb.org/documents/inormation/knowledge-solutions/

building-communities-practice.pd ADb. 2009.Building Networks of Practice.

Available: http://www.adb.org/documents/inormation/knowledge-solutions/building-networks-o-practice.pd

ADB.2008.Creating and Running Partnerships.Available: http://www.adb.org/documents/inormation/knowledge-solutions/creating-running-partnerships.pd

ADb. 2009.Enhancing Knowledge Management Strategies.Available: http://www.adb.org/documents/inormation/knowledge-solutions/enhancing-knowledge-management-strategies.pd

ADb. 2009. Learning in Strategic Alliances.Available: http://www.adb.org/documents/inormation/knowledge-solutions/learning-in-strategic-alliances.pd

ADb. 2009.Strengthening Communities of Practice in ADB.Available: http://www.adb.org/documents/reports/consultant/

strengthening-communities-o-practice.pd

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http://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/reports/consultant/strengthening-communities-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/learning-in-strategic-alliances.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/enhancing-knowledge-management-strategies.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/creating-running-partnerships.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-networks-of-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdfhttp://www.adb.org/documents/information/knowledge-solutions/building-communities-practice.pdf


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furTher reADing

ADB.2011.InFocus: Communities of Practice.Available: http://www.adb.org/Media/InFocus/2009/communities-practice.asp

ADb. 2011.2011 Survey of ADB-Hosted Communities of Practice.Available: http://beta.adb.org/sites/deault/fles/cop-survey-2011.pd

ADb. 2011. ADB Resources for Communities of Practice: Creating Valuethrough Knowledge Networks.Available: http://beta.adb.org/sites/deault/fles/cop-resources.pd

ADb. 2011.Timeline of ADB-Hosted Communities of Practice.Available: http://beta.adb.org/sites/deault/fles/cop-timeline.pd

ADb. 2011. Communities of Practice 101.Available: http://beta.adb.org/sites/deault/fles/cop-101.pd

ADb. 2011.ADB-Hosted Communities of Practice - Driving Knowledge Activities.Available: http://beta.adb.org/sites/deault/fles/driving-knowledge-activities.pd

ADb. 2011.Empowering ADB-Hosted Communities of Practice.Available: http://beta.adb.org/sites/deault/fles/empowering-cop.pd

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http://www.adb.org/Media/InFocus/2009/communities-practice.asphttp://beta.adb.org/sites/default/files/cop-survey-2011.pdfhttp://beta.adb.org/sites/default/files/cop-resources.pdfhttp://beta.adb.org/sites/default/files/cop-timeline.pdfhttp://beta.adb.org/sites/default/files/cop-101.pdfhttp://beta.adb.org/sites/default/files/driving-knowledge-activities.pdfhttp://beta.adb.org/sites/default/files/empowering-cop.pdfhttp://beta.adb.org/sites/default/files/empowering-cop.pdfhttp://beta.adb.org/sites/default/files/driving-knowledge-activities.pdfhttp://beta.adb.org/sites/default/files/cop-101.pdfhttp://beta.adb.org/sites/default/files/cop-timeline.pdfhttp://beta.adb.org/sites/default/files/cop-resources.pdfhttp://beta.adb.org/sites/default/files/cop-survey-2011.pdfhttp://www.adb.org/Media/InFocus/2009/communities-practice.asp


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ADBs vision is an Asia and Pacifc region ree o poverty. Its mission is to help its developing member countries reduce poverty and improthe quality o lie o their people. Despite the regions many successes, it remains home to two-thirds o the worlds poor: 1.8 billion peoplwho live on less than $2 a day, with 903 million struggling on less than $1.25 a day. ADB is committed to reducing poverty through inclus

economic growth, environmentally sustainable growth, and regional integration.

Based in Manila, ADB is owned by 67 members, including 48 rom the region. Its main instruments or helping its developing membercountries are policy dialogue, loans, equity investments, guarantees, grants, and technical assistance.

For more inormation, contactkd m cAsian Development Bank6 ADB Avenue, Mandaluyong City1550 Metro Manila, PhilippinesTel +63 2 632 6710Fax +63 2 632 [email protected]/knowledge-management/

AbouT The AsiAn DeVeLoPmenT bAnk

2012 by asn Dopmn Bnk. a ghs s

Mch 2012

Knowledge Primers serve as quick introductions to knowledge management and learning applications in development work.

In an attractive package, they are suitable or interactive presentations and sel-learning or action. They are oered as resourcesto ADB sta. They may also appeal to the development community and people having interest in knowledge and learning.

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mailto:knowledge%40adb.org?subject=More%20information%20pleasehttp://www.adb.org/knowledge-management/http://www.adb.org/knowledge-management/mailto:knowledge%40adb.org?subject=More%20information%20please

Communities of Practice: Passing the Fitness Test (For Presentation)

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