Communities of Practice, Learning as a Social Systemby Etienne Wenger

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Community

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The Hate U Give Maverick

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John's Venn

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Ergonomics

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Communities of Practice, Learning as a Social Systemby Etienne Wenger

Developing and nurturing CoPs

Nurturing CoPs include:

Negotiating their strategic context

Legitimizing participation

Leardership must have intrinsic legitimacyin the community.

managers must work with CoPs from the inside raher then to design or manipulate them form the outside

Internal leadership can take many forms:

The cutting-edge

those who shepperd out-of-the-box innitiatives.

The boundary leadership

those who connect the community to other communities

The institutional leadership

those who maintain links with other organizational constituencies

The interpersonal leadership

those who weave the community's social fabric

The classificatory leadership

those who collect and organize information

The day-to-day leadership

those who organize activities

The inspirational leadership

leaders and recognized experts

In order to legitimize the community as a place for sharing and critical knowledge,recognized experts need to be involved in some way, even if they don't do much of the work.

The development of CoPs depend on internal leadership

Importance of Communities to Organizations

CoPs structure an organization's learning in two ways

through interactions at their boundaries

through the knowledge thy develop at their core

They provide homes for identities

They can retain knowledge in "living ways"

They are nodes for the exchange and interpretation of information.

CoPs become crucial to those that recognize knowledge as a key asset.

Defining Communities of Practice

No community can fully design the learningof another; but conversely no community can fully design its own learning.

They self-organize but they flourish when their learning fits with their organizational environment.

CoPs do not require heavy institutional infrastructures but their members need time and space to collaborate.

CoPs do not require much managementbut they can use leadership.

A CoP exists because it produces a shared practice as membersengage in a collective process of learning.

A CoP has identity as a community and thus shapes the identities of its members.

A community of practice is different from a network in the sensethat it is "about" something, not just a set of relationships.

CoPs develop around things that matter to people

CoPs are fundamentally self-organized systems

CoPs move throug different stages of development

A CoP defines itself along 3 dimensions:

What capability it has produced

How it functions

What it is about

A community of practice implies shared practice