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

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Organization, People, Knowledge, and Technology for Learning

OLIVIER SERRAT Principal Knowledge Management Specialist

Knowledge Management Center

Regional and Sustainable Development DepartmentAsian Development Bank



1Organization, People, Knowledge, and Technology for Learning

THE THREEDIMENSIONS OF

ASKING, LEARNING,AND SHARING



One o the challenges o developmentis how to access and share tacit knowledge. Tacit 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 being regularly involvedin organized groups has a very signifcant impact on individual

health and well-being.


ATTRIBUTES CoPs are groups o people who share a passion or something theyknow how to do and 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 VALUE• help with challenges• access to expertise

• condence• fun with colleagues• meaningful work

• problem solving• time saving• knowledge sharing• synergies across units• reuse of resources

LONG-TERM VALUE• personal development• reputation

• professional identity• collaborative advantage• marketability

• strategic capabilities• keeping abreast• innovation• retention of talents• new strategies

Member

Organization




BASIC STRUCTURE Most CoPs comprise a core group, an inner circle, and an outer circle.

The core group managesthe CoP based on anagreed coordinationmandate. It providessecretarial support as

necessary.

The inner circle servesas a steering committeewith an inormal structure,meeting once or twice a

year. (Individual membersmay contact the coregroup on demand.)

The outer circle embracesinterested members,contributors, and readers

in a loose network.




ESSENTIALS

Structure. The balanceo ormal and inormal

relationships. Hierarchy isnot an important element to

CoPs. Most CoPs crosslinkorganizational units and

organizations.

Community. The relationshipamong active members andthe sense o belonging thatthese give them.

Domain. The defnition o the area o shared inquiry

(thematic orientation) and o the key issues that relate to it.

Motivation. The personalinterest and priority that

members assign to the CoPin their daily work.

Mandate. The priority that

Management ascribes tothe CoP, with resource

implications. It defnes thethematic ocus and the

expected results. It opens thespace or sel-commitment

by members.

Practice. The body o

inormation and knowledge,e.g., methods, stories, cases,tools, documents,and associated know-how.Each member has a practicein the domain, which othermembers recognize.




GENERIC ACTIONS

SET THE STRATEGIC CONTEXTA strategic context lets the CoP

fnd a legitimate place in the hostorganization

• Articulate a strategic valueproposition.

• Identify critical developmentchallenges.

• Articulate the need to leverageknowledge.

GET GOINGCultivate the CoP quicklyto create early examplesthat allow sta members

to learn by doing• Articulate a strategicvalue proposition.

• Identify criticaldevelopmentchallenges.

• Articulate the need toleverage knowledge.

EDUCATECoPs are a amiliar

experience, but staff members need to

understand how the newCoP fts in their work

• Conduct workshops toeducate managementand potential membersabout the CoP’sapproach.

• Help staff membersappreciate how CoPsare inherently sel-defned and sel-managed.

• Establish a languagethat legitimizes the CoPand establish its place

in the organization.

INTEGRATEADB must have structuresand processes to includethe CoP, while respecting

its roots in personal passioand engagement

• Integrate the CoP in thebusiness processes o th

organization.• Identify and work to

remove obvious barriers• Align key structural and

cultural elements.

SUPPORTCoPs can use light-handedguidance and technology

inrastructure• Identify needs and

defne adequateinrastructure withoutundue reliance on

complex technology.• Provide processsupport, coaching, andlogistic assistance.

ENCOURAGEPractitioners usually seethe value o working asa community but mayeel the organization isnot aligned with their

understanding• Encourage participation.

• Value the work of the CoP.• Publicize success.




AREAS OFCOMPETENCE

FOR COMMUNITIESOF PRACTICE

MANAGEMENT TECHNIQUESLeadership is the process o working out the right thingsto do. Management is the process o doing things right.

STRATEGY DEVELOPMENTA strategy is a long-term plan o action designed to

achieve a particular goal.




AREAS OFCOMPETENCE


COLLABORATION MECHANISMSWhen working with others, eorts sometimes turnout to be less than the sum o the parts. Too oten,not enough attention is paid to acilitating eective

collaborative practices.




AREAS OFCOMPETENCE


KNOWLEDGE CAPTURE AND STORAGEKnowledge leaks in various ways at various times.

KNOWLEDGE SHARING AND LEARNING

Two-way communications that take place simplyand eectively build knowledge.




CRITICALSUCCESS FACTORS

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

Community

• A domain thatenergizes the coregroup and innercircle

• Skillful andreputable managersand acilitators

• Involvement of members

• The details of practice areaddressed

• Right rhythm andmix of activities

Organization

• Strategic relevanceo the domain

• Managementsponsorship(without micro-management)

• Judicious mix of ormal and inormalstructures

• Adequate resources• Consistent attitude

Function(s)

• Clearly delineatedunction(s)

• Capacities, skills,resources, andsystems matchunction(s)

An organization is ready to host a CoP (and allocate resources to it)if:• The domain is of strategic importance to the host.• The host recognizes knowledge management and learning

as important.• The CoP and its host share common values.• The results are relevant and benecial for the host and its

sta members.




RECURRENT AREASFOR TESTING

Domain • Is the area of shared inquiry, the key issues that relate to it, and the unction(s) o the CoP strategically relevant to ADB?

• Are the topics of interest to all members?• Do all members have their own practice in the domain?

Membership • Is the relevant experience on board?• Is the heterogeneity of the members assured?

• Is the CoP open to new members and advertised as such?

Norms and Rules • Are roles and accountabilities dened in a common agreement?• Are both distant contacts and face-to-face meetings possible?• What is the balance between giving and taking among members?

Structure and Process • Is the chosen structure clear and exible enough?• Are key roles in the core group dened, e.g., manager, facilitator,

and back-stopper?• Is the step-by-step work planning process open and transparent?

Flow of Energy • Do members care about common interests, commitment, and trust?• Are there regular face-to-face events? Are social momentscelebrated?

• Is the history of the CoP alive and shared with new members?

Results • Is delivering and reporting on tangible results a common concern?• Do members draw direct and practical benets from their

involvement?• Are results ofcially recognized by ADB?

Resources • Do members have sufcient time for the CoP?• Is ADB willing to provide time, space, and incentives?• Is CoP facilitation attractive and stimulating?

Values • Is listening to others a cardinal virtue?• Are members willing to give without immediate return?• Is diversity in thinking and practice validated?




VALUE ANDBENEFITS OF

COMMUNITIES OFPRACTICE TO ADB

ADB’s numerous and diverse CoPs are the heart and soul o knowledge sharing in ADB. This owes to the social and organizationalcapital (experiences, insights, and perspectives) their members offer.They can also play a leading role in helping ADB to lend smarter.

• They can inuence development outcomes by promoting greater and better inormed dialogue.

• They can promote innovative approaches to address specic development challenges.

• They can develop, capture, and transfer best practices on specic topics by stimulating the active sharing o knowledge.

• They can link a diverse groups of practitioners from differentdisciplines and are thus intertwined with ADB’s organizationalstructure.

• CoPs serve as an ongoing learning venue for staff members (and outside practitioners) who share similar goals, interests,problems, and approaches.

• They can respond rapidly to individual inquiries from members and ADB audiences, clients, and partners with specifc answers




ENHANCINGKNOWLEDGE

MANAGEMENTUNDER STRATEGY

2020: PLAN OFACTION (2009-2011)




EMPOWERINGCOMMUNITIES OFPRACTICE IN ADB

PROPOSED ACTIONS

1. Ensure that CoPs and networks o practice become an integral part o ADB’s business processes2. Increase the budget o CoPs to an appropriate level, based on a clear set o objectives

and measurable outcomes o improved knowledge management3. Require the CoPs to engage in external partnerships including regional and nonregional

knowledge hubs4. Review the role of knowledge management coordinators and identify ways to harness their

knowledge, skills, and experiences to empower CoPs

CHALLENGES• Limited outreach to staff members, including those in RMs and ROs• Because of their limited budget, some CoPs may not yet be able to

deliver their unctions ully• The mandates and work of the CoPs should be better synchronized

with the priorities o Strategy 2020

CoPs Galvanize

social capital, knowledge sharing, learning, and change

Agriculture, RuralDevelopment,

and Food Security

Gender Equity Social Developmentand Poverty

Education Health Transport

Energy Public Managementand Governance

Urban

Environment Public-PrivatePartnership

Water

Financial SectorDevelopment

Regional Cooperationand Integration

…




KNOWLEDGEMANAGEMENTAND LEARNING

WEBPAGES




COMMUNITIESOF PRACTICE

WEBPAGES





WEBPAGES




KNOWLEDGESOLUTIONS

KNOWLEDGESHOWCASES




SURVEYS OFADB-HOSTED


Areas of Inquiry• Extent of participation in CoPs• Insights into the clarity of domains• Perceptions of the value-added by particular CoPs• Success factors• Insights into the varying possible functions of CoPs• Dimensions of participation in specic CoPs (including incentives)• Perceptions of ADB’s approach to CoPs• Recommendations to strengthen effectiveness




2011 SURVEY OF ADB-HOSTED


KEY RESULT AREAS

• Domain. 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.

• Membership. It is reasonable to assume that all CoPs have access

to the relevant experience they need. Broadening the diversity

o membership by including ADB’s partners is worthy o urther

consideration as is the need to improve sta awareness o CoPs

and thereby extending access to CoPs.

• Norms and Rules. 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.

• Structure and Process. Some CoPs members referred to weak

leadership 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.

• Flow of Energy. CoPs need to be more creative o ways to engage

members in shared activity by learning from the experiences of those

that have successully achieved the involvement o remote members.




2011 SURVEY OF ADB-HOSTED


• Results. Respondents had very different ideas about whatresults their CoPs were aiming to achieve. Some viewed results

in organizational terms or in terms o proessional and career

development. The two are not mutually exclusive, indeed one of the

strengths o CoPs should be their ability to deliver dierent types

o results.

• Resources. 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.

• Values. 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.




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

• 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: CreatingValue through 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 - DrivingKnowledge 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



ADB’s vision is an Asia and Pacifc region ree o poverty.Its mission is to help its developing member countries reduce povertyand improve the quality o lie o their people. Despite the region’smany successes, it remains home to two-thirds o the world’s poor:1.8 billion people who live on less than $2 a day, with 903 millionstruggling on less than $1.25 a day. ADB is committed to reducingpoverty through inclusive economic growth, environmentallysustainable growth, and regional integration.

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

For more inormation, contactKnowledge Management Center Asian Development Bank

6 ADB Avenue, Mandaluyong City1550 Metro Manila, PhilippinesTel +63 2 632 6710Fax +63 2 632 5264 [email protected]/knowledge-management/

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

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