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Communities Of Practice
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Gopinathan is a Principal Consultant with the Civil Service College (CSC). He has
worked with several public agencies to help educate and implement Communities of
Practice (CoP). He continually engages CoP leaders to provide advice and build a body
of knowledge on cultivating CoPs. He has co-facilitated workshops with Prof Etienne
Wenger who is a globally recognised thought leader in the field of CoP. He conducts a
module on CoP for the Master of Science (KM) programme offered by Nanyang
Technological University. He is also experienced in developing and implementing
information and Knowledge Management (KM) systems for Private and Public Service
organisations. He is a certified corporate KM trainer by Knowledge Associates Ltd,Cambridge UK and has developed and delivered KM training workshops offered by
CSC. His recent achievements include the development of a KM roadmap for the
Singapore Public Service and publishing a book on KM for the Singapore Public Service.
A speaker at several conferences and seminars, Gopi is often called upon as a resource
person for KM and CoP within the Singapore Public Service.
Biodata
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4
Agenda
IntroductionDefinition of CoP
Stories of CoPs
Basic Model of CoP
Community Cultivation Issues
Organisational Issues to Support CoP
CoPs in Public Service – what worked well, challenges
Q&A
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A Community Of Practice is….
… a self-governed group of people, who
• share challenges, passion or interest
• interact regularly
• learn from and with each other
•
improve their ability to do what they care about
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• To help each other solve problems
• To hear each other s stories and avoid localblindness
• To keep up with change
• To reflect on their practice and improve it
• To build shared understanding
• To find a voice and gain strategic influence
Practitioners need a community
When have you experienced this?
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Negotiation of
relevant issues
Provider
Recipient
Different from traininghorizontal learning partnership anchored in
practice
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F e d e r al M i ni s t r y A
F e d e r al M i ni s t r y C
F e d e r al M i ni s t r y B
F e d e r al M i ni s t r y D F e d e r al M i ni s t r y E
B i o l o g i c a l
R a d i o l o g i c a l - N u c l e a r
C h e m i c a l
E x p l o s i v e s
F o r e ns i c s
P E M P AL
Municipalculturalplanning
Ontario
leading municipalities
provincialservice
organizations
NGOs
government
departments
and agencies
AustralianSecurity and Investment Commission
Seven directorates
E x e c u t i v e
O p er a t i on s
C om pl i an c e
C on s um er
pr o t e c t i on
E nf or c em en t
F i n an c e
R e g ul a t i on s
Derivatives
Insurance
Investigations
Insolvency
Leadership
Changemanagement Information
management
ASICgraduates
Financialinstrument
management
S M E o w
n e r s i n L a n c a
s t e r
Communities in the 21st century
World Bank
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Communities of practice are keyto the strategyof becoming theknowledge bank.
Communities of practice are key
to the strategyof becoming the
knowledge bank.
More than 100
thematic groups cut across
regions. E.g. rural
development, slumpupgrading, public health,
nutrition, or water resourcemanagement.
All groups are formedspontaneously from the
ground, bottom-up
World Bank
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Elite consulting firm
Industry-specific andfunctional practice
development networks or CoPs
Wide variety of intentionallycultivated strategic and
bottom-up CoPs
Performance in communities
are closely monitored, andpre-requisite for promotion.
McKinsey & Company
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Community
Domain
Learningtogether
Key dimensions
Participation
Sponsorship
Nurturing
Support
Practice
A Social discipline of Learning
What is the community about ?
Who should be involved ? What knowledge to share,develop and document ?
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Community Definition
Organization(s):
Why is it important
to the organization
(s)?
Ministry XXX intends to harness the col lective experience andknowledge of various min istries with regards to their customerservice pol icies and issues .The collective knowledge will enableMinistry XX to develop and deliver suitable training and consultinginterventions to build capability of front line officers in the publicservice
Communitymembers:
Why is itimportant to
them?
The community provides opportunities for members to learn fromother agencies on their service qua lity practices and the tips andguidelines on how to handle difficult customers. It also enable officersto learn from more experienced officers, build rapport and networkwith fellow practitioners.
Service Quality CoP
Domain: What is the community about ?
The community aims to build capability and
build network among officers involved indealing with service quality issues among
public agencies
Community: for whom? The community is primarily targeted
for practitioners whose work involvesdesigning service quality policies,
handle quer ies from customers and seethrough follow-up actions
Practice: what knowledge to share,develop & document ?
The various service quality policiespracticed by agencies, with
particular focus on how doagencies handle difficult customers
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• Professional communities• Domain speaks to the professional identities of members
• Members usually share a similar education background,certified on particular disciplines
• Use community to keep in touch with their disciplines and
continue their professional development
• Doctors, engineers, accountants, lawyers etc.
•
Technical communities• Focus on specific technologies, techniques, or processes
• Do not speak to the professional disciplines of members
but it is something members care about or need it in their
work
• Project management, event management, scenario
planning etc.
• Issue-driven communities• Focus on ongoing business concerns or issues
• Bring multiple perspectives to bear on issue
• Healthcare, education, transport upgrading etc.
Types of Domains
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Community
Domain
Learningtogether
How did these dimensions play out?
Participation
Sponsorship
Nurturing
Support
Practice
Your Case CoPs
Apply this model to your case community. Can you
see these dimensions? Are some missing? Why?
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A community is a living entity…like a couple
It takes hard work and careful nurturing
It depends on renewed passion
It becomes an entity in its own right
It takes initiative
It is voluntary
It involves responsibilities
It is fun
private and public
common
ground
ongoing
legacy
recognized
stewardship
communal
identity
long-term
viability
Transforming
Sustaining
Maturing
Coalescing
Potential
Life Cycle & Evolution
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Information Informal
Formal
With From
Models of practice
Project/
after-actionreviews
Case
clinics
Document
sharing
Collections
Learning
projects
Hot topic
discussionsStories
Formalpractice
transfer
Visits
Invitedspeaker
Mutualbenchmark
External
benchmark
Broadcast
inquiry
Readinggroup
Problemsolving
News
Joint
response
Boundary
collaboration
Trainingand workshops
Pointers toresources
Systematicscan
Guests
Joint
eventsDocumenting
practice
Field trips
Exploringideas
Each
other
1
2
7 4
3
6
5
Tips
Practice
fairs
Warranting
Helpdesk
Outside
sources
1. Exchanges2. Productive inquiries
3. Building shared
understanding4. Producing assets
5. Creating standards
6. Formal access toknowledge
7. Visits
a great variety
Debates
Q&ARole
play
Case
studies
Peer
assist
Polls
Learning Activities
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occasional
transactional
peripheral
active
Communityleader
core group
lurkers
leaders
sponsors
experts
beginners
outsiders
Forms Of Participation
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Elected
Consensus
Volunteer
Rotation
Facilitator
Administrator
Journalist
Support roles
Core group member
Subject matter expert
Net-worker
Broker
Outpost/scout
Member roles
Community Leader
Practice leader
Cybrarian
Technology steward
Community roles
Appointed
Assigned Emergent
community nurturing roles
Leadership Roles
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Role of Sponsor
Responsibili*es
§ Careaboutmakingthe
organisa1onhospitableto
communi1eswithrespecttoissues
oforganisa1onalstrategy,culture
andstructure
§ Bringvisibilitytocommuni1esby
talkingpubliclyabouttheirwork,
andthuslegi1mizecommunity
ac1vi1es,inspirepar1cipa1on
§ Workscloselywithac1vecommunity
leaders
§ Headhuntindividualstoformcore
groupofcommunity
§ Helpotherexecu1vesunderstandtheini1a1ve
§ Providehigh-levelrecogni1ontohighlightandrewardaccomplishments
andsuccesses
RecommendedPeople
§ Senior-levelmanagement
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Community rhythmfinding the heartbeat of a learning partnership
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Tracking health of CoPs
Ø Quantitative indicators e.g.v Number of members
v Number of times community meets
v Number of documents producedv Number of experts in community
Ø Collection of Anecdotes (Check In and Check Out)
v What did you learn from the sharing session?
v How did you apply them at work?
v What difference did it make?
Ø Conduct surveys at regular intervals
v "What did you hope to get from joining the community and to whatextent is it satisfying your needs?, followed up with focus groups to
explore issues that arise.
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● Passion for domain
● Relevance to practice
● Ownership of agenda
● Internal leadership
● Energized core group
● Quality content & members
● Community rhythm
● Trust
● Line management support
● Strategic alignment
● Engaged sponsorship
● Skilled support
● Lack of time
● Leader neglect
● Groupthink
● Build it and …
● Stuck in complaining
● De-energizing tasks
● Red tape
● Policy Vs Practitioners
● Command/control
● Cookie-cutter approach
● Fad or mandate
● Ideology
Key Success/Failure Factors
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needproduct or service
task
single problem
personal connections
expert service
strategic capability
department
team
task force or committee
social network
center of excellence
community of practice
structure
Match needs and structures
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Organization
Short-term Long-term
MembersImprove experience
of work
Professional
development
Develop
capabilities
Solve business
problems
Build
momentumJustify
investment
Participate
Support
Creating Value
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Peer Collaboration & Communities
CoP Framework
1. Prospect2. Prepare
3. Launch
4. Engage
5. Evaluate
Communitydesign
sponsor
invita*onsupport
community
designsharing
educa*on
Context
se:ng
cri*caltobusiness reasonstoshare
common
experiencesharedprac*ce
crea*ngknowledgeresources
distributed
leadershipLearning
ac*vi*esrhythmofevents
usefulness
survey
anecdotes
resources
relevanceIndicatorsof
success
r e v i e w &c o n * n u e
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Adapted from Straits Knowledge
(www.straitsknoweldge.com)
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v 5CoPsforprincipals,5+CoPsforvice-principals(VPs)/HODs
withinNorthZoneSchool
Cluster
v Communi1esareformedto
deepencapabili1esaround
varioussubjectdomainse.g.Science,Maths,English,PE
v MembersaRendlearning
journeys,doprojects,aRendtalks
v Communi1esmeetmonthly
Background
KeyInsightsofMOECoPs
Benefit
LearningPointsrelatedtoSupport/Resources
WhatwerecrucialelementsforthefirstfewCoPmee1ngs?
• EngageconsultanttolevelupCoPknowledge
• Legi1misecommunitysharing1me
HowwasinternalleadershipfortheCoPsecured?
• VPs(advisor),HODs(leader)areappointed,supportedby
coreteam
HowistheCoPsustained?
• Coregroupmeetsregularly(F2Fandon-line)toreviewCoPs
direc1on
• Fundsavailableforopera1onalandprojectneeds• LeverageonCODforon-goingsupportandadvice
KeySuccessFactors
Legi1misingcommunityexistence,levelingupofCoP
knowledge,quickforma1onofinternalleadershipand
availabilityoffunds
Challengev NocommononlineplaYorm,limits
collabora1onamongcommuni1es
v ImproveNAPFAscoreforStandingBroadJump(PE)
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v FormedinApril2008
v Startedinten1onallybyCODtostrengthenODcompetenciesand
buildnetwork;growthorganic
v Hasabout60registeredmembers
from56agencies
v Meetsonceevery2-3months
v Memberspar1cipateinlearning
journeys,doprojects,conductsharing
Benefits
KeyInsightsofODCoP
Background
v Increaseproduc1on,exchangeofresources&knowledge
v DevelopacommonODlanguage
LearningPointsrelatedtoSupport/Resources
WhatwerecrucialelementsforthefirstfewCoPmee1ngs?
• Needtofindsolu1onsforcommonpain/frustra1ons
• Volunteershostthenext2-3mee1ngs
• Secretariatcoordinatethemee1ngs
HowwasinternalleadershipfortheCoPsecured?
• Secretariatproac1velyenlistedvolunteers
HowistheCoPsustained?
• Secretariatdevelopstheagendaanddesignofthemee1ngs
• CoregroupmeetsquarterlytoreviewCoPsdirec1on
• OnlineplaYormavailableforknowledgeexchange
KeySuccessFactors
Goodsecretariatsupport,suppor1vecoregroup,needtofind
solu1onstocommonfrustra1ons/pain
Challengev ODdomainishuge.Unabletosustain
interestallmembersonalltopics.
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vv
Overview
v CSC/iKMSstartedacommunity
todeepencompetenciesin
IntranetDesignand
Management
inSept200.
v Todate,25agenciesarerepresentedinthecommunity
v Memberslistentotalks,share
experienceandseekadvice
v Memberslearnleadingideason
Intranetdesignfromexpert,
learnfrompeers
LearningPointsrelatedtoSupport/Resources
WhatwerecrucialelementsforthefirstfewCoPmee1ngs?
• CSC/iKMSprovidedsecretariatsupportto‘hand-hold’
communitywhiletryingtosecureinternalleadership
HowwasinternalleadershipfortheCoPsecured?
• Leadersvolunteeredaerexperiencingbeingpartof
communityandseeingvalue
HowistheCoPsustained?
• Talkbyintranetexperttoserveasmagnettodraw
members
• Membersvolunteertosharechallengesandseekadvice
fromothermembers
• Membersvolunteertohostcommunitymee1ngs(defray
venue,refreshmentcost)
Challenges
Ini1alhand-holdingbeforeforma1onofinternalleadership,
experttalks
Benefit
v Nosponsor,lackoffundsv Choiceofon-lineplaYormlimited
tofreesites
KeySuccessFactors
KeyInsightsofIntranetCoP
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Wh t h k d ll
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Ø Critical mass of engaged members to provide internal leadershipv Core team who regularly attend meetings, contribute ideas & help other
members
v Highly dependent on single leader risk collapse when leader leaves CoP
Ø Discussions centred around issues members face and possible solutions
v Helps to gain insights quickly, increase social energy level and create a supportnetwork
Ø Secretariat support
v Creates high value for time among its membersv OD & IP Mgt CoPs have secretaries to take notes, liaise with members, handle
logistics and admin details
Ø Strong leadership, sponsorship and recognition
v Strong sponsorship by MOE NZ committee to kick start CoP
v Budget set aside to support CoP
Ø Organisation does not institutionalise CoP but institutionalise its existence
v Institutionalise community existence through legitimizing time and recognition
v Micromanagement of learning activities and outcomes may not lead to optimumresults
What has worked well
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• Not a roll-out
• Not a reorganization
• Not additional
bureaucracy
Multiple levels of formality
Sponsorship and support
Community leadership as recognized function
Strategic commitment
Ongoing alignment
Formalized strategicconversation spaces
but
Varying versions of:
Lessons from leading organizations
H t t i
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Choose a launch approach Plan a launch activity
Prepare a follow-up Do it
3. Launch CoP
What do you think of the idea?
Are you willing to help make it
happen? What would that mean to you?
Who else could help?
2. Internal leaders Potential members
What are your challenges? Who do you talk to?
Is there a community?
1. Conversations
How to get going … the first three steps
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CSC CONFIDENTIAL N t t b d d ith t i i i f Ci il S i C ll
End
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