lanscapes for life conference 2017 - briefing - communities of practice
TRANSCRIPT
“DO DIFFERENT” BRIEFING 6 & 10
COMMUNITIES OF PRACTICE
A workshop to explore our strengths and opportunities for improvement
Led by
Dr T J Sinha
“DO DIFFERENT” Briefing 6Communities of Practice• 11 and 1.30
• Wednesday 19th July 2017
• How to build on the wonderful work of the AoNBs work through:
• Appreciative Inquiry &
• Communities of Practice
Our journey through the CoP Knowledge Landscape• Leaders and Followers – how to build
a movement for positive change
• What is a community of practice?
• Challenges and Opportunities –Appreciative Inquiry
• ACTION • How do we build our Community of
Practice for AoNB?• What's going well? Cause and effect
(GREEN)• What's going not so well? Cause and
effect (ORANGE)• What are the opportunities? • Create a long list• Prioritise• Reflections and actions
Leaders and followersFirst Follower: Leadership Lessons from Dancing Guy
Derek Sivers
https://youtu.be/fW8amMCVAJQ
First followers!
Courageously follow and enable others to follow!
WHAT IS A COMMUNITY OF
PRACTICE?A group of people who share a set of
problems, or a passion for something and wish to deepen their understanding and expertise by interacting on an on-going
basis: paraphrased from Herranz et al 2012
Communities of Practice
“A set of relations among persons, activity, and world, over time and in relation with other tangential and overlapping.
A community of practice is an intrinsic condition for the existence of knowledge, not least because it provides the interpretive support necessary for making sense of its heritage” • Lave and Wenger, 1991 p.98
• A community of practice is an innovative knowledge system that connects people, solves problems, creates business opportunities and extends beyond the boundaries of a single organisation.
• PRINCIPLES
• Allows evolution.
• Open to both inside and outside perspectives.
• Enables different levels of participation.
• Has public and private community spaces.
• Focus on value.
• Combines familiarity and excitement.
• Has a rhythm.
Distinctions Between Communities Of Practice & Other Structures
Adapted from Wenger, McDermott and Snyder ‘Cultivating
Communities of Practice’ Harvard Business School press 2002
Communities of Practice
Formal Departments
Operational Teams
Project Teams
Communities of Interest
Informal Networks
Purpose Boundaries Held Together by DurationMembers
To create , expand & exchange knowledge & to developindividual capabilities
Self selection based on experience or passion for a topic
Fuzzy Passion, commitment &identification with group and it’s expertise
Evolve & end organically (last as long as there is relevance to the topic & value & interest in learning together)
To deliver a product or service
Everyone who reports to the group’s manager
Clear Job requirements &common goals
Intended to be permanent(but last until the next re-organisation)
To take care of an on-going operationor process
Membership assignedby management
Clear Shared responsibilityfor the operation
Intended to be on-going(but last until the next re-organisation)
To accomplish aspecified task
People who have a direct role in accomplishing the task
Clear The project goals &milestones
Predetermined ending (whenproject has been completed)
To be informed Whoever is interested
Fuzzy Access to information& a sense of being likeminded
Evolve & end organically
To receive & pass onInformation, to knowWho is who
Friends & businessAcquaintances, friendsof friends
Undefined Mutual need &relationships
Not really start & end(exists as long as peoplekeep in touch & remembereach other)
How do we get our teams involved?
John Kotter
ACTION
•Where we are now?
•What is going well?
•What is going not so well?
•What are the opportunities for improvement?
The conventional approach to issue resolution
• Focus on the things / artefacts that are not working and think about how you can fix it (reductionism)
• Often, all it does is bring you up to the bland level of everyone else.
Another perspective……
• Focus on the positive, look at the things that are working, and build on them
• This can be very powerful, by focusing on the positives, you can identify and build on unique strengths which can bring success.
Appreciative Inquiry
Cause and effect / FishikawaWhat is going well?
Cause and effect / FishikawaWhat is going not so well?
What is our long list of opportunities?
THANKYOU FOR YOUR ENERGY AND TIME..HERE'S TO BUILDING
OUR COMMUNITY!
Thankyou for your energy and participation!• If you would like to keep in touch?
• Dr Tammi J Sinha
• University of Winchester, Winchester Business School
• 01962 827211
• Twitter: @Improvement CoP & @tammisinha #buildthebeauty
• LinkedIn: Tammi Sinha
• http://www.winchester.ac.uk/academicdepartments/WBS/Staff%20profiles/Pages/Dr-Tammi-Sinha.aspx