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==Definitionen==
Eine '''Community of Practice''' (CoP) ist eine Gruppe von Personen mit einem gemeinsamen Interesse, die durch regelmäßige Interaktion voneinander lernen.<ref>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.</ref>
“A group of people who come together to A group of people who come together to
learn from each other by sharing knowledge learn from each other by sharing knowledge
and experiences about the activities in and experiences about the activities in
which they are engaged which they are engaged” (Wenger, 1998)


"Communities of practice are groups of people who share a passion for something that they know how to do and who interact regularly to learn how to do it better." (Wenger 2002)
<embedvideo service="youtube">https://youtu.be/gVTkpEvT_9k</embedvideo>


==Methoden==
== Vorgehen ==
===Cultivate Communities of Practice (E. Wenger)===
Um Communities of Practice aufzubauen sind folgende Schritte notwendig (nach [[Etienne Wenger]]):
Details siehe [http://www.ewenger.com/theory/start-up_guide_PDF.pdf Cultivating communities of practice - a quick start-up-guide].
===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)


*'''set strategic context:''' A strategic context lets communities find a legitimate place in the organization.
===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


*'''educate:''' Communities of practice are a familiar experience, but people need to understand how they fit in their work.
===Stage 3: Maturing===
**Conduct workshops to educate management and potential members about the approach
"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:
**Help people appreciate how communities of practice are inherently self-defined and self-managed
* Identify Gaps in Knowledge and Develop a Learning Agenda
**Establish a language to legitimize communities and establish their place in the organization
* Routinize Entry Requirements and Processes
* Measure the Value of the Community
* Maintain a Cutting-Edge Focus
* Buils and Organize a Knowledge Repository


*'''support:''' Communities of practice can use some light-handedguidance and technology infrastructure.
===Stage 4: Stewardship===
**Provide some process support, coaching, and logistic assistance
"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:
**Identify needs and define adequate infrastructure without undue emphasis on fancy technology
* 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


*'''get going:''' Starting to cultivate communities of practice as early as possible creates early examples that allow people to learn by doing.
===Stage 5: Transformation===
**Have a few pilot communities going as soon as possible
"simply fading away, die because turning into a social club, split into distinct communities, become institutionalized."
**Find communities to start with by identifying areas where there is potential and readiness
**Interview some prospective members to understand issues, start discussing a community, and identify potential leaders
**Gather a core group to prepare and initiate a launch process
**Help members organize an initial series of value-adding activities
**Encourage them to take increasing responsibility for stewarding their knowledge


*'''encourage:''' Practitioners usually see the value of working as a community but may feel the organization is not aligned with their understanding.
==Erfolgsfaktoren==
**Find sponsors to encourage participation
* Veränderungen initiieren
**Value the work of communities
* Eröffnung eines Dialogs zwischen internen und externen Perspektiven
**Publicize successes
* 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


*'''integrate:''' The formal organization must have processes and structure to include these communities while honoring their root in personal passion and engagement.
== Beispiele ==
**Integrate communities in the way the organization works
* [[Daimler]] TechClubs
**Identify and remove obvious barriers
* [[Deutsche Bank]] CoP
**Align key structural and cultural elements
* [[Festo]] Knowledge Networks
* [[Schaeffler]] Networks of Competence
* [[Siemens]] ShareNet und TechnoWeb


==Experten==
== Siehe auch ==
*[[Etienne Wenger]]
* [[blp16|Benchlearning Projekt Internes Community Management]] (2015)
*[[Jean Lave]]
* [[CoP-Koordinator]]
*[[Hubert Saint-Onge]]
* [[Communities of Practice (Wenger)]]
*[[Richard McDermott]]
* [[Wissensgemeinschaft]]
*[[William Snyder]]


==Veranstaltungen==
== Literatur ==
*[[Virtual Communities Forum]]
* Wenger, E.: Cultivating Communities of Practice.
* Wenger, E.: Communities of Practice - Learning, Meaning, Identity.
* Wenger, E., Snyder, W.: [https://www.ohr.wisc.edu/cop/articles/communities_practice_wenger_snyder.pdf Communities of Practice: The Organizational Frontier]. 2000.
* Probst, G., Borzillo, S.: [http://herbsleb.org/SCALEpapers/probst-why-2008.pdf Why communities of practice succeed and why they fail]. 2008.
* Saint-Onge, H., Wallace, D.: Leveraging Communities of Practice for Strategic Advantage. 2002.
* North, K., Romhardt, K.: Wissensgemeinschaften: Orte lebendigen Wissensmanagements. Dynamik - Entwicklung - Gestaltungsmöglichkeiten. 2002.
* North, K., Franz, M., Lembke, G.: [http://www.abwf.de/content/main/publik/report/2004/report-85.pdf Wissenserzeugung und -austausch in Wissensgemeinschaften - Communities of Practice]. 2004.


==Literatur==
== Weblinks ==
*ABWF (Hrsg.): [http://www.abwf.de/content/main/publik/report/2004/report-85.pdf QUEM Report Heft 85 - Wissenserzeugung und -austausch in Wissensgemeinschaften - Communities of Practice]. 2004
* [http://wenger-trayner.com/introduction-to-communities-of-practice/ Introduction to Communities of Practice a brief] von Etienne Wenger.
*Etienne Wenger: "Cultivating Communities of Practice", ISBN 1578513308
* [http://ec.europa.eu/employment_social/equal_consolidated/data/document/0709-cop-guide_en.pdf Cultivating communities of practice - a quick start-up-guide] von Etienne Wenger. 2002.
*Etienne Wenger: "Communities of Practice - Learning, Meaning, Identity", ISBN 0521663636
* [http://web.stevens.edu/cce/NEW/PDFs/McDermott_Critical_Success.pdf Knowing in Community: 10 Critical Success Factors in Building Communities of Practice] von Richard McDermott. 2000.
*Etienne Wenger, William Snyder: [http://hbswk.hbs.edu/item.jhtml?id=1317&t=organizations “Communities of practice: the organizational frontier”], Harvard Business Review, (January-February 2000), 139-145.
* [http://www.enbiz.de/wmk/papers/public/Wissensgemeinschaften.pdf Wissensgemeinschaften. Keimzellen lebendigen Wissensmanagements] von Klaus North, Kai Romhardt und Gilbert Probst in io Management. 2000.
*Etienne Wenger: [http://www.ewenger.com/theory/start-up_guide_PDF.pdf Cultivating communities of practice - a quick start-up-guide]. 2002
* [http://www.actkm.org/userfiles/File/articles/Locklee%20-%20CoPLiteratureReviewMaster.pdf Leading Network Development Practices in 2002: A Literature Review].
*Hubert Saint-Onge, Debra Wallace: Leveraging Communities of Practice for Strategic Advantage. 2002, ISBN 075067458X
* [https://www.tcd.ie/CAPSL/_academic_practice/pdfdocs/Couros_2003.pdf Communities of Pracitce: A Literature Review]
*[[Klaus North]], [[Kai Romhardt]]: [http://www.aifb.uni-karlsruhe.de/Lehrangebot/Sommer2001/Wissensmanagement/download/literatur/CoP-Artikel%20im%20ioMgt.pdf Wissensgemeinschaften - Keimzellen lebendigen Wissensmanagements].
* [https://www.k4health.org/sites/default/files/Measuring%20the%20Impact%20of%20Communities.pdf Measuring the impact of communities] von Richard McDermott im Knowledge Management Review.
*Laurie Lock Lee: [http://www.actkm.com/actkm%20articles/Locklee%20-%20CoPLiteratureReviewMaster.pdf Leading Network Development Practices in 2002 - A Literature Review]. 2002
*Paul Hildreth, Chris Kimble: [http://www.cs.york.ac.uk/mis/KNICOP/Chapters/Introduction.html Knowledge Networks: Innovation through Communities of Practice]. 2004, ISBN 1591402700
*William Snyder: [http://www.co-i-l.com/coil/knowledge-garden/cop/cols.shtml Communities of Practice: Combining Organizational Learning and Strategy Insights to Create a Bridge to the 21st Century]. 1997


==Weblinks==
== Einzelnachweise ==
*[http://www.cpsquare.org CPSquare - The Community of Practice on Communities of Practice]
<references />
*[http://en.wikipedia.org/wiki/Community_of_practice Wikipedia] (en)
 
[[Kategorie:Methode]]

Aktuelle Version vom 12. November 2017, 15:35 Uhr

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

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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.
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