communities of practice what, why and how leann merla caot june 4, 2009
TRANSCRIPT
Communities of PracticeCommunities of Practice
What, Why and HowWhat, Why and How
Leann MerlaLeann Merla
CAOT June 4, 2009CAOT June 4, 2009
OutlineOutline
What: What: Definitions and structureDefinitions and structureWhy:Why: Benefits and relevance to OTBenefits and relevance to OTOur experienceOur experienceHow:How: Different structuresDifferent structures
Requirements Requirements
TemplateTemplate
DefinitionsDefinitions
Communities of practice are groups of Communities of practice are groups of people who share a concern or a passion people who share a concern or a passion for something they do and learn how to do for something they do and learn how to do it better as they interact regularly. it better as they interact regularly. Wenger, Wenger, 20082008
Individuals engaged in mutual endeavors, Individuals engaged in mutual endeavors, associated with a joint enterprise, with a associated with a joint enterprise, with a shared repertoire and history shared repertoire and history Lave & Wenger, in Lave & Wenger, in Davis, 2006Davis, 2006
BenefitsBenefits
New competencies and procedures New competencies and procedures learned learned McDonald and Viehbeck, 2007; Garcia and Dorohovich, 2005McDonald and Viehbeck, 2007; Garcia and Dorohovich, 2005
Exchange of tacit knowledge and “histories of Exchange of tacit knowledge and “histories of learning” learning” Parboosingh, 2002Parboosingh, 2002
Development of professional identity Development of professional identity Davis, Davis, 2006, Plak, 20062006, Plak, 2006
Cost effective Cost effective Parboosingh, 2002Parboosingh, 2002
Enhanced job satisfactionEnhanced job satisfactionRecruitment and retentionRecruitment and retention
LHSC ExperienceLHSC Experience
Multi site tertiary care teaching hospitalMulti site tertiary care teaching hospital Inpatient and Outpatient physical and Inpatient and Outpatient physical and
mental healthmental health32 FTE OT’s and 6.5 OTA’s32 FTE OT’s and 6.5 OTA’sMatrix model of management with a 1.0 Matrix model of management with a 1.0
Professional Practice Leader and 1.0 Professional Practice Leader and 1.0 Clinical SpecialistClinical Specialist
LHSC ExperienceLHSC Experience
Hospitals amalgamated in 1995Hospitals amalgamated in 1995 Program management introduced 1998Program management introduced 1998 Staff identified concern regarding loss of “OT Staff identified concern regarding loss of “OT
identity”, fragmentation of professionidentity”, fragmentation of profession Key issues identified at all staff retreat in 1998Key issues identified at all staff retreat in 1998
CommunicationCommunication Professional developmentProfessional development Professional identityProfessional identity Working relationshipsWorking relationships
Structure developed Structure developed to offer “meaning, to offer “meaning, learning, and a sense of community to learning, and a sense of community to peers in the midst of organizational peers in the midst of organizational change”change”
Combination of formal QM structure and Combination of formal QM structure and strategies to provide opportunities for strategies to provide opportunities for informal communication, sharing of informal communication, sharing of informationinformation
Quality Management Structure - Quality Management Structure - LHSCLHSC
Used a QM focus to ensure supportUsed a QM focus to ensure supportProfessional Practice Steering CommitteeProfessional Practice Steering CommitteeTask TeamsTask Teams
Practice Standards, Practice Development, Evidence Practice Standards, Practice Development, Evidence Based PracticeBased Practice
Ad Hoc Working GroupsAd Hoc Working Groups Infomed, OT Month, Website, CommunicationInfomed, OT Month, Website, Communication
Additional StrategiesAdditional Strategies
OT newsletterOT newsletterJoint staff meetings 2x/yearJoint staff meetings 2x/yearMonthly staff meetings each siteMonthly staff meetings each sitePreceptorship programPreceptorship programJournal clubsJournal clubs InservicesInservices
Development of a Community of Development of a Community of PracticePractice
Qualitative study completed in 2007Qualitative study completed in 2007 Staff identified COP as an important component Staff identified COP as an important component
of their job satisfaction and ability to practice in of their job satisfaction and ability to practice in desired manner.desired manner.
“the good thing about this particular hospital is that we have a rather large OT department and we have lots of OT colleagues that practice on the same principles and we support one another” Participant C
“We have a great OT department. Like we have great cohesiveness. We have a lot of experience and I think in terms of aiding and implementing a client centred practice, observing colleagues and discussing with colleagues what [practice] should look like … it’s a big help” Participant H
“within the discipline it helps. We talk, we talk a lot. We use each other as resources and sounding boards” Participant J
Developing a CommunityDeveloping a Community
Geographic proximity does not ensure Geographic proximity does not ensure development of a Community of Practicedevelopment of a Community of Practice
Cannot be mandated by administrationCannot be mandated by administration
Sharpe, 1997Sharpe, 1997
Variations on a ThemeVariations on a Theme
Informal or spontaneous ProximityProximity Culture of Culture of
environmentenvironment Critical massCritical mass NeedNeed Open membershipOpen membership Activity will wax and Activity will wax and
wanewane
Formal or “mandated” Specific issue or needSpecific issue or need Explicit supportExplicit support Formal structure and Formal structure and
expectationsexpectations Often closed Often closed
membershipmembership Proximity not Proximity not
essentialessential
Basic RequirementsBasic Requirements
Mutual engagementMutual engagement
Joint enterpriseJoint enterprise
Shared repertoireShared repertoire
Wenger, 1998 in Macdonald & Viehbeck, 2007Wenger, 1998 in Macdonald & Viehbeck, 2007
RequirementsRequirements
Facilitator – not expert but enthusiasticFacilitator – not expert but enthusiasticRelevance; clear goals and purposeRelevance; clear goals and purposeOpportunities for collaborationOpportunities for collaboration Involvement of front line staffInvolvement of front line staffTrust; critical thinking and open debateTrust; critical thinking and open debateSupport Support EvaluationEvaluation
Creating a Community of PracticeCreating a Community of Practice
Introduce Introduce ConceptConcept
Determine InterestDetermine Interest
Identify Stakeholders, Identify Stakeholders, Participants, ChampionParticipants, Champion
Contact listContact list
Assign responsibility for 1Assign responsibility for 1stst meetingmeeting
Initial WorkshopInitial Workshop Confirm understandingConfirm understanding
Generate list of concernsGenerate list of concerns
Discuss general principlesDiscuss general principles
Identify key membersIdentify key members
CharterCharter PurposePurpose
Ground rulesGround rules
Format and frequencyFormat and frequency
Expectations of membersExpectations of members
Evaluation method Evaluation method
Identify 1Identify 1stst priority priority Relevance/urgencyRelevance/urgency
ResourcesResources
Desired outcomeDesired outcome
Identify needs Identify needs and resourcesand resources
HumanHuman
WrittenWritten
DocumentsDocuments
ExternalExternal
TechnologyTechnology
Ongoing Ongoing managementmanagement
Establish responsibilityEstablish responsibility
Ensure focus remainsEnsure focus remains
Seek opportunitiesSeek opportunities
Problem solveProblem solve
EvaluateEvaluate SatisfactionSatisfaction
ParticipationParticipation
MembershipMembership
Do more/continue/do less/stopDo more/continue/do less/stop
Documents producedDocuments produced
MarketMarket Celebrate achievements and Celebrate achievements and build on successbuild on success
ConclusionConclusion Communities of practice provide a viable and Communities of practice provide a viable and
cost effective way for OT’s to engage in cost effective way for OT’s to engage in professional development, strengthen their professional development, strengthen their professional identity and enhance their professional identity and enhance their professional practice.professional practice.
Communities of practice may involve a variety of Communities of practice may involve a variety of formats but are a “good fit” for our profession formats but are a “good fit” for our profession with its strong body of tacit knowledge and with its strong body of tacit knowledge and history of learning through shared experience.history of learning through shared experience.
Contact: [email protected]: [email protected]
ReferencesReferencesConfessore, S.J. (1997). Building a learning organization: communities of Confessore, S.J. (1997). Building a learning organization: communities of
practice, self-directed learning, and continuing medical education. practice, self-directed learning, and continuing medical education. The The Journal of Continuing Education in the Health ProfessionsJournal of Continuing Education in the Health Professions 17, 5-11. 17, 5-11.
Davis, J. (2006). The importance of the community of practice in identity Davis, J. (2006). The importance of the community of practice in identity development. development. The Internet Journal of Allied Health Sciences and Practice The Internet Journal of Allied Health Sciences and Practice 4,4,1-8 1-8
Garcia, J. & Dorohovich, M. (2005). The truth about building and maintaining Garcia, J. & Dorohovich, M. (2005). The truth about building and maintaining successful communities of practice. successful communities of practice. Defense Acquisition Review Journal,Defense Acquisition Review Journal, 10, 18-33.10, 18-33.
McDonald, P.W. & Viehbeck, S. (2007). From evidence-based practice making McDonald, P.W. & Viehbeck, S. (2007). From evidence-based practice making to practice-based evidence making: creating communities of (research) to practice-based evidence making: creating communities of (research) and practice. and practice. Health Promotion Practice, 8Health Promotion Practice, 8, 140-144., 140-144.
ReferencesReferencesParboosingh, J. T. (2002). Physician communities of practice: Where lParboosingh, J. T. (2002). Physician communities of practice: Where l
earning and practice are inseparable. earning and practice are inseparable. The Journal of Continuing The Journal of Continuing Education in the Health Professions 22, Education in the Health Professions 22, 230-236.230-236.
Plak M.M. (2006). The development of communication skills, interpersonal Plak M.M. (2006). The development of communication skills, interpersonal skills, and a professional identity within a community of Practice. skills, and a professional identity within a community of Practice. Journal of Physical Therapy Education, 20Journal of Physical Therapy Education, 20 37-46. 37-46.
Sharp, J. (1997). Communities of practice; a review of the literature. Sharp, J. (1997). Communities of practice; a review of the literature. http://www.tfriend.com/cop-lit.htm Retrieved May 21, 2009. Retrieved May 21, 2009.
Wenger, E. Communities of practice. A brief introduction. Wenger, E. Communities of practice. A brief introduction. http://www.ewenger.com/theory. Retrieved April 22, 2009.. Retrieved April 22, 2009.
White, C.M, Basiletti, M.C, Carswell, A., Head, B.J. & Lin, L.J. (2008) Online communities of practice: enhancing scholarly practice using web-based technology. Occupational Therapy Now, 10, 6-7.