Community of Practice

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Eine Community of Practice (CoP) ist eine Gruppe von Personen mit einem gemeinsamen Interesse, die durch regelmäßige Interaktion voneinander lernen.[1]

Vorgehen

Um Communities of Practice aufzubauen sind folgende Schritte notwendig (nach Etienne Wenger):

Stage 1: Potencial

"defining the scope of the domain in a way that elicits the heartfelt interests of members and aligns with important issues for the organization as a whole.", a typical work plan:

  • Determine the Primary Intent of the Community (Helping communities, Best-practice communities, knowledge-stewarding communities, innovation communities)
  • Define the Domain and Identify Engaging Issues (Hinweis: Wissenslandkarte aufbauen)
  • Build a case for Action
  • Identify Potential Coordinators and Thought Leaders
  • Interview Potential Members
  • Connect Community Members
  • Create a Preliminary Design for the Community (Domain/Scope, hot topics, structure, roles, knowledge-sharing processes, and names of key members)

Stage 2: Coalescing

"establish the value of sharing knowledge about that domain, develop relationships and sufficient trust to discuss genuinely sticy practice practice problems, discover specifically what knowledge should be shared and how.", a typical work plan:

  • Build a Case for Membership
  • Launch the Community
  • Initiate Community Events and Spaces
  • Legitimize Community Coordinators
  • Build Connections Between Core Group Members
  • Find Ideas, Insights, and Practices That Are Worth Sharing
  • Document Judiciously
  • Identify Opportunities to Provide Value
  • Engage Managers

Stage 3: Maturing

"defining its role in the organization and its relationship to other domains, managing boundary of the community, shifting from simply sharing to organizing the community's knowledge, identifing its cutting edge.", a typical work plan:

  • Identify Gaps in Knowledge and Develop a Learning Agenda
  • Routinize Entry Requirements and Processes
  • Measure the Value of the Community
  • Maintain a Cutting-Edge Focus
  • Buils and Organize a Knowledge Repository

Stage 4: Stewardship

"maintain the relevance of the domain and find a voice in the organization, keep tone and intellectual focus of the community lively and engaging, keep the community on the cutting edge.", a typical work plan:

  • Institutionalize the Voice of the Community
  • Rejuvenate the Community
  • Hold a Renewal Workshop
  • Actively Recruit New People to the Core Group
  • Develop New Leadership
  • Mentor New Members
  • Seek Relationships and Benchmarks Outside the Organization

Stage 5: Transformation

"simply fading away, die because turning into a social club, split into distinct communities, become institutionalized."

Erfolgsfaktoren

  • Veränderungen initiieren
  • Eröffnung eines Dialogs zwischen internen und externen Perspektiven
  • Fördern Sie den Dialog zwischen den unterschiedlichen Wissensebenen (z.B. zwischen Experten und Neueinsteiger)
  • Unterstützen Sie sowohl öffentliche als auch private Bereiche des Austausches
  • Konzentrieren Sie sich auf den Mehrwert der sich für die Mitglieder der Communitie ergibt
  • Vereinen Sie Vertrautheit mit immer neuen Anzreizen
  • Achten Sie darauf, dass sich die Communitie in einem bestimmten Rhythmus einspielt

Beispiele

Siehe auch

Literatur

Weblinks

Einzelnachweise

  1. Wenger, E.: Introduction to Communities of Practice a brief introduction. URL: http://wenger-trayner.com/wp-content/uploads/2012/01/06-Brief-introduction-to-communities-of-practice.pdf.