Communities of Practice (Wenger)

Aus Copedia

Vorlage:Piktogramm methode

Die Inhalte dieses Artikels stammen aus den Quellen von Etienne Wenger, die unter Literatur angegeben sind. Die Inhalte sind in englisch übernommen worden.

Definition

"Communities of practice are groups of people who share a concern, a set of problem, or a passion about a topic, and who deepen their knowledge and expertise in this area by interacting on an ongoing basis. [...] they meet because they find value in their interactions [...] they share information, insight, and advice. They help each other to solve problems. They discuss their situations, their aspirations, and their needs. They ponder common issues, explore ideas, and act as sounding boards. They may create tools, standards, generic designs, manuals, and other documents - or they may simply develop a tacit understanding that they share. However they accumulate knowledge, they become informally bound by the value that they find in learning together. [...] They may even develop a common sense of identity. [...] Communities of practice are everywhere. We all belong to a number of them - at work, at school, in our hobbies. Some have a name, some don't. Some we recognize, some remain largely invisible. We are core members in some and occassional participants in others. Whatever form our participation takes, most of us are familiar with the experience of belonging to a community of practice."

Hintergrund

CoP-Modell

  • Domain (of knowledge): creates common ground and a sense of common identity, legitimizes the community by affirming its purpose and value to members and other stakeholders.
  • Community (of people): is the social fabric of learning, fosters interactions and relationships based on mutual respect and trust, encourages a willingness to share ideas, expose one's ignorance, ask difficult questions, and listen carefully.
  • Practice: set of frameworks, ideas, tools, information, styles, language, stories, and documents that the community members share. Whereas the domain denotes the topic the community focusses on, the practice is the specific knowledge the community develops, shares and maintains.

Rollen

  • CoP-Coordinator (CoP-Global-Coordinator, CoP-Local-Coordinator)
  • CoP-Core Member (Core Members form the Core Group)
  • CoP-Active Member
  • CoP-Peripheral Member
  • CoP-Librarian
  • CoP-Outsider
  • CoP-Support-Team
  • CoP-Sponsor (no reporting relationship, seperation of power and control)

Sicht auf Wissen

  • Knowledge lives in the human act of knowing
  • Knowledge is tacit as well as explicit
  • Knowledge is social as well as individual
  • Knowledge is dynamic
  • Social structures as a management tool

Relationship of CoPs to official Organization

  • Unrecognized: invisible
  • Bootlegged: informally visible
  • Legitimized: officially sanctioned
  • Supported: provided with resources
  • Institutionalized: given an official status

Prinzipien

  • Design for evolution
  • Open a dialoge between inside and outside perspectives
  • Invite different levels of participation
  • Develop both public and private community spaces
  • Focus on value
  • Combine familiarity and excitement
  • Create a rhythm for the community

Vorgehensweise beim Aufbau von CoPs

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)
  • 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."

Ressourcen für eine CoP

  • Community Website
  • Directory of Membership
  • Face-to-Face-Meetings
  • Teleconferences
  • Threaded Discussions (Conversation space for online discussions)
  • E-Mail-Distribution-List
  • Newsfeed
  • Subscribtion
  • Newsletter
  • Document Repository
  • Search Engine

Beispiele

Siehe auch

Literatur

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