Communities of Practice Communities of Practice Prof Elaine FerneleyProf Elaine Ferneley
&&Prof. Andrew BasdenProf. Andrew Basden
Prof Elaine Ferneley
””No one knows everything, No one knows everything, everyone knows something, everyone knows something,
all knowledge resides in humanity.”all knowledge resides in humanity.”
networks.networks.
Adapted from LévyAdapted from Lévy 19971997
Prof Elaine Ferneley 33
It is increasingly through an organization’s It is increasingly through an organization’s informal networksinformal networks that work gets done that work gets done
Informal network in Informal network in pharmaceutical pharmaceutical multinational multinational
Prof Elaine Ferneley 4
An increasingly connected worldAn increasingly connected world
new friend
sfamily
localcolleaguesold
friends oldcolleagues
colleagues
at other offices
Just a click away…
virtualcommunities
localnetworks
old classmat
esavatars
Prof Elaine Ferneley 55
The formal organizationThe formal organization
Top-down, command hierarchyTop-down, command hierarchy
Prof Elaine Ferneley 6
Where do individuals go for help with problems?Where do individuals go for help with problems?
Co-located colleagues
Intranet
Non-electronicdocuments
Internalelectronicnetworks
Contacts inother offices
Firm bou ndary
Externalelectronicnetworks
Internet
Non-electronicdocuments
Othercontacts ?
?
Prof Elaine Ferneley 77
Communities of practice cross all boundariesCommunities of practice cross all boundaries
CompanyCompanySuppliersSuppliers CustomersCustomers
CompetitorsCompetitorsPartnersPartners
Prof Elaine Ferneley 8
External communities are growing in importance!External communities are growing in importance!
OnlineOnlinecommunitiescommunitiesSchoolmatesSchoolmates
AvatarsAvatars
Previous work Previous work colleaguescolleagues
Large portion of new ideas and formal collaboration relationships come from
external contacts
OrganizationOrganization
PhysicalPhysicalnetworksnetworks
Prof Elaine Ferneley 9
Encourage an open innovation attitudeEncourage an open innovation attitude
Not all the smart people work Not all the smart people work for us. We need to work with for us. We need to work with
smart people inside and outside smart people inside and outside the company.the company.
The smart people in The smart people in our field work for us.our field work for us.
If you create the most If you create the most and the best ideas in the and the best ideas in the
industry, you will win.industry, you will win.
If you make the best use If you make the best use of internal and external of internal and external
ideas, you will win.ideas, you will win.
Closed attitudeClosed attitude Open attitudeOpen attitude
Prof Elaine Ferneley
The wisdom of crowds (crowdsourcing) The wisdom of crowds (crowdsourcing) (Surowiecki 2004) (Surowiecki 2004)
ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate
OpenOpenInexpensiveInexpensive
SimpleSimpleClose enoughClose enough
Hinton 2007
Prof Elaine Ferneley 1111
Crowdsourcing: Capturing the wisdom of crowdsCrowdsourcing: Capturing the wisdom of crowds
What is it?What is it? Customer participation Customer participation in business and in business and business developmentbusiness development
Why the interest?Why the interest? Experience, EngagementExperience, Engagement LoyaltyLoyalty
Customer DrivenCustomer Driven InnovationInnovation Product developmentProduct development Content generationContent generation Decision makingDecision making FundingFunding Sales & marketing Sales & marketing DistributionDistribution
Prof Elaine Ferneley 1212
Communities of practice –Communities of practice –A driving force in crowdsourcingA driving force in crowdsourcing
ParticipationParticipation EngagementEngagement CommitmentCommitment OpennessOpenness ConversationConversation ConnectednessConnectedness
Prof Elaine Ferneley 1414
Two departments within the same firmTwo departments within the same firm
Department 1Department 1 Department 2Department 2
Higher degree of learning & Higher degree of learning & knowledge sharingknowledge sharing
Poorer degree of learning & Poorer degree of learning & knowledge sharingknowledge sharing
Prof Elaine FerneleyHinton 2007
What are communities of practice?What are communities of practice?
Prof Elaine Ferneley
Examples of communities of practiceExamples of communities of practice
Prof Elaine Ferneley
Definition of Communities of PracticeDefinition of Communities of Practice
They exist informally and formally in all aspects of work and social life
Three basic elements joint enterprise (shared identification and
common goals) mutual engagement (learn together, do
things together) shared repertoire (communal resources that
have developed as part of their engagement)
Prof Elaine Ferneley 19
It turns out that …. the It turns out that …. the community ends up being community ends up being not the secondary resource not the secondary resource for knowledge, but for the for knowledge, but for the majority of participants …, majority of participants …, it’s the *primary* resource.it’s the *primary* resource.
CommunityCommunity
Prof Elaine Ferneley 20
CPs are not teams or personal networksCPs are not teams or personal networks
-Obligation-Job requirement
-Value-Commitment
- FriendshipGlueGlue
-Planned-Actively discovered-Serendipitously discovered
Value Value CreationCreation
-Organize tasks-Meetings-Informal communications
-One-on-oneActivityActivity
-Assigned-Not voluntary-Defined boundary
-Mostly volunteers-Permeable boundary
-Friends & acquaintances-No boundary
MembersMembers
-Accomplish goal-Solve problems-Share info. & ideas-Expand knowledge
-Share information-Friendship
PurposePurposeTeamTeam
CommunityCommunityof Practiceof Practice
Personal Personal NetworkNetwork
Prof Elaine Ferneley
Top-downTop-downCommand hierarchyCommand hierarchy
EmergentEmergentorganic networkorganic network
Communities Communities of practiceof practice
Communities of practiceCommunities of practice
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Two extreme communities of practiceTwo extreme communities of practice
Face-to-faceFace-to-face
VirtualVirtual
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Role of communities of practice in organizations Role of communities of practice in organizations
Create: Own & develop knowledgeCreate: Own & develop knowledge Develop & manage good practiceDevelop & manage good practice Build organizational competenceBuild organizational competence
Organize: Develop & manage materialsOrganize: Develop & manage materials Develop tools, guidelines, templates Develop tools, guidelines, templates Manage databasesManage databases
Disseminate: Connect people across boundariesDisseminate: Connect people across boundaries Who knows what Who knows what Home in changing organization & an uprooted societyHome in changing organization & an uprooted society
Embed: Share ideas & insightsEmbed: Share ideas & insights Share tacit, complex ideas & insightsShare tacit, complex ideas & insights Help each other solve problems & find innovations Help each other solve problems & find innovations
Prof Elaine Ferneley 24
Organizations supporting communitiesOrganizations supporting communities
Hewlett-Packard Hewlett-Packard World BankWorld Bank DaimlerChryslerDaimlerChrysler Shell OilShell Oil McKinsey & Co.McKinsey & Co. British TelecomBritish Telecom XeroxXerox
British PetroleumBritish Petroleum Ericsson Ericsson SiemensSiemens CapGeminiCapGemini IBMIBM SchlumbergerSchlumberger European European
CommissionCommission
McDermott 2001
Prof Elaine Ferneley 25
Communities of practice at EricssonCommunities of practice at Ericsson
CommunityCommunity Type and MembersType and Members ObjectivesObjectives CommunicatioCommunication channeln channel
eRelationshieRelationship Vodafonep Vodafone
-Inter-organizationalInter-organizational-1400 members in 10 1400 members in 10 countriescountries
-Use internet to design -Use internet to design joint e-business joint e-business platformplatform
-Virtual-Virtual
CompetencCompetence Groupse Groups
-Intra-organizational Intra-organizational -200 members in 14 200 members in 14 countriescountries
-Ensure sharing of -Ensure sharing of best practices and best practices and commonalitycommonality
- Primarily - Primarily face-to-face face-to-face
Ericsson Ericsson ForesightForesight
- Inter-organizational - Inter-organizational including universities, including universities, experts, & institutionsexperts, & institutions- 600 with core of 40- 600 with core of 40
- Think tank on - Think tank on emerging trends in emerging trends in society, technology, & society, technology, & consumersconsumers
- Virtual and - Virtual and face-to-face face-to-face
Ericsson Ericsson System System Architect Architect Program, Program, ESAPESAP
- Intra-organizational - Intra-organizational - 20 members from 14 20 members from 14 countriescountries
-Facilitate inter-project Facilitate inter-project learning and learning and innovationinnovation-Retain key individuals Retain key individuals
Primarily Primarily face-to-face face-to-face
Prof Elaine Ferneley 26
Communities of practice cannot be “managed”Communities of practice cannot be “managed”
You cannot force You cannot force a plant to grow a plant to grow by pulling its by pulling its leavesleaves
You can, You can, however, create however, create the conditions for the conditions for it to growit to grow
Prof Elaine Ferneley 27
Communities are living thingsCommunities are living things
Design from the insideDesign from the inside Involve community leaders in design Involve community leaders in design
Design for different & fluid levels of Design for different & fluid levels of participationparticipation Not all must participate to the same degreeNot all must participate to the same degree
Design for evolutionDesign for evolution Communities evolve in their own directionCommunities evolve in their own direction
Maintain creative disequilibriumMaintain creative disequilibrium Avoid too much management supportAvoid too much management support Prevent competency trapsPrevent competency traps
McDermott 2001
Prof Elaine Ferneley
Cultivating communities of practiceCultivating communities of practice
DefineDefine
MotivateMotivate
ModerateModerate
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Define the community of practiceDefine the community of practice
Business relevanceBusiness relevance Choose a topic that is Choose a topic that is value-addingvalue-adding for the for the
businessbusiness Find common objectives across participantsFind common objectives across participants
Personal passionPersonal passion Focus on real, current problemsFocus on real, current problems Find people who Find people who carecare about the topic about the topic
Define focus and scopeDefine focus and scope What is the What is the purposepurpose of the community? of the community?
McDermott 2001
Prof Elaine Ferneley 30
Moderate the community of practiceModerate the community of practice
Build human relationshipsBuild human relationships Ensure an active coordinator – Ensure an active coordinator – This is crucial!This is crucial! Develop an active core groupDevelop an active core group Ensure time to participateEnsure time to participate Combine virtual connections with face-to-face Combine virtual connections with face-to-face
eventsevents Conferences, electronic conferences, discussion Conferences, electronic conferences, discussion
boardsboards Work the public & private community space Work the public & private community space
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Community membership and rolesCommunity membership and roles
OutsidersOutsiders
Ask questionsAsk questionsDon’t contributeDon’t contributeNot committedNot committed
PeripheralPeripheralContribute lessContribute lessNot committedNot committedEnjoy helpingEnjoy helping
CoordinatorCoordinator““Janni”Janni”
ActiveActive Contribute Contribute lessless
ChallengeChallengeEnjoy helpingEnjoy helping
Experts Experts High High
commitmentcommitmentContribute moreContribute more
ReputationReputation
Core GroupCore Group
Prof Elaine Ferneley 32
Building critical mass is crucialBuilding critical mass is crucial
It’s like going to the newest bar in It’s like going to the newest bar in town - the music is great, the drinks town - the music is great, the drinks are cheap, the interior is are cheap, the interior is cool…...but there’s no one cool…...but there’s no one there………..You gotta have critical there………..You gotta have critical mass to make it work!mass to make it work!
Teigland 2003
Prof Elaine Ferneley 33
Ensure communication technology fits with Ensure communication technology fits with participants’ needs and abilitiesparticipants’ needs and abilities
Use familiar technologyUse familiar technology Integrate sharing technology with Integrate sharing technology with
everyday workeveryday work Customize technology to fit the Customize technology to fit the
communitycommunity Change functionality as community Change functionality as community
discovers what is valuablediscovers what is valuable
McDermott 2001
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Public & private community spacePublic & private community space
Events: Meetings, Events: Meetings, website, teleconswebsite, telecons
Private SpacePrivate Space Person to personPerson to person
~ 30% in the ~ 30% in the public spacepublic space
Public SpacePublic Space
Prof Elaine Ferneley 35
Build an understanding of this “new” organizational Build an understanding of this “new” organizational formform
Old = organic, value-drivenOld = organic, value-drivenNew = to understand dynamics of New = to understand dynamics of
community processes and to intentionally community processes and to intentionally develop communitiesdevelop communities
McDermott 2001
Prof Elaine Ferneley 3636Wasko & Faraj 2000Wasko & Faraj 2000
Useful informationUseful informationSpecific answerSpecific answerPersonal gainPersonal gain
Why do people participate in a Community?Why do people participate in a Community?
Tangible Tangible returnsreturns
26%26%
Intangible Intangible returnsreturns
24%24%
Community Community interestinterest
50%50%
EnjoymentEnjoymentLearningLearning
ReputationReputation
Pro-social behaviorPro-social behaviorReciprocityReciprocity
Advancing the communityAdvancing the community
Prof Elaine Ferneley
But remember people have dueling loyaltiesBut remember people have dueling loyalties
LoyaltyLoyalty Loyalty
Loyalty
OrganizationOrganization CommunitiesCommunities
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Align incentives with CPsAlign incentives with CPs
Recognize and reward for collaborative behavior Recognize and reward for collaborative behavior At individual, group, and organizational levelsAt individual, group, and organizational levels
Show management commitmentShow management commitment
Status and Status and recognitionrecognition
ChallengeChallenge
SatisfactionSatisfaction
$$$$$$MonetaryMonetary
Prof Elaine Ferneley 39
Value is always for Value is always for someone!someone!
Reward and broadcast resultsReward and broadcast results
Reward Reward Collect data & tell stories linking Collect data & tell stories linking
activities, knowledge assets, & valueactivities, knowledge assets, & valueBroadcast resultsBroadcast results
User various means to communicate User various means to communicate storiesstories
Prof Elaine Ferneley 40
Critical failure factors for CPsCritical failure factors for CPs
Community leaders inactive or lousy Community leaders inactive or lousy networkersnetworkers
Scope too wideScope too wide Focus on standardizing work processesFocus on standardizing work processes Company leaders discourage participationCompany leaders discourage participation Build it, wait (pray) for them to comeBuild it, wait (pray) for them to come
Build more empty librariesBuild more empty libraries
McDermott 2001
Prof Elaine Ferneley
SummarySummary
Communities of practice are key to effective knowledge management
Implications for organisational culture and structure help to nurture, do not inhibit
Implications for the use of technology to support flexible, people centred, communication
Prof Elaine Ferneley
Challenges to knowledge databasesChallenges to knowledge databases
Time consuming and difficultTime consuming and difficult Takes times for writer to document experiencesTakes times for writer to document experiences Takes time for reader to search through databases, Takes time for reader to search through databases,
information overloadinformation overload Often weak incentives to contribute golden nuggetsOften weak incentives to contribute golden nuggets
Difficult to understandDifficult to understand Difficult for writer to explain context, tacit ->explicitDifficult for writer to explain context, tacit ->explicit Difficult for reader to interpret experience and use Difficult for reader to interpret experience and use
in own situationin own situation Data becomes out-of-date very quickly Data becomes out-of-date very quickly
Difficult to maintain, especially in fast moving Difficult to maintain, especially in fast moving industriesindustries
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From tacit to articulate knowledge From tacit to articulate knowledge
““We know more than we can tell.” We know more than we can tell.” Michael Polanyi, 1966Michael Polanyi, 1966
TacitArticulated
High Low
MANUALHow to
play soccer
Codifiability
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Knowledge is experience, Knowledge is experience, everything else is just everything else is just
information.information.-Albert Einstein-Albert Einstein
““We know more than we can tell.”We know more than we can tell.”
Prof Elaine Ferneley 47
Innovations - www.innocentive.comInnovations - www.innocentive.com
Prof Elaine Ferneley 48
Decision making & funding – My football Decision making & funding – My football club (Ebbsfleet United)club (Ebbsfleet United)
Prof Elaine Ferneley 49
Product development - www.ideastorm.comProduct development - www.ideastorm.com
Prof Elaine Ferneley 50
Building the Dell communityBuilding the Dell community
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A variety of virtual communities at BPA variety of virtual communities at BP
KnowledgeKnowledgeNetworkingNetworking
Virtual community led by VP PMVirtual community led by VP PM
VP BDVP BDBusiness Concepts Business Concepts
VP SalesVP SalesIndustry Knowledge Industry Knowledge
HRHRCompetencies Competencies
VP PMVP PMProcesses Processes & & MethodologyMethodology
WirelessWirelessBrandingBranding
IntranetIntranet
*Virtual communities led by Business *Virtual communities led by Business Concept responsibleConcept responsible*Functional reporting to VP BD*Functional reporting to VP BD
TravelTravel
AutomotiveAutomotiveFinanceFinance
*Virtual communities led by Industry Group *Virtual communities led by Industry Group responsibleresponsible*Functional reporting to VP Sales*Functional reporting to VP Sales
Proj MgrsProj Mgrs
TechnologyTechnology
DesignDesign
*Virtual communities led by *Virtual communities led by Competency Group responsible. Competency Group responsible. *Functional reporting to HR*Functional reporting to HR
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