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"I celebrated Euan’s post by reviewing each point through the eyes of a Community of Practice facilitator. Prior to this I touched on one point called "follow the energy", which is what the spirit of social business design or enterprise 2.0 is all about.
A discussion on G+ led to points about control, managing, leadership, and facilitation; which Luis Suarez has kindly summarized."
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Our software at work is called "Communities" as are many other vendors. This can be too narrow or misleading as lots of our so called "Communities" are not that at all, but instead work spaces, task spaces, etc…see here.
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My experience is that there is no platform that covers the entire spectrum. Open networking environments lack the tools needed for project work while enterprise collaboration systems lack openness and flexibility.
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"We go in search of expertise, or the person with knowledge about a subject, for many reasons:
* to answer our work-related questions, whether large or small
* to determine who should be included on a work team
* to bring together a community of practice
* to improve our problem-solving
* to improve our decision-making
* to fill in gaps in our own knowledge
* when looking for a mentor
* to add to our knowledge management system
* to identify and fill gaps in expertise
* to determine what expertise can be leveraged for future opportunities."
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if you speak French in New York you are an expert in French; if you speak French in France, you are just another person on the street.
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An expertise directory may be a good starting point if you are lucky to have one already created; however you will probably need to supplement it. If you do not have one available, you will need to start looking from scratch.
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"Overview: Launching and getting up and running is only half the battle when it comes to CoPs. CoP pundits are constantly advocating new social technologies, new processes, and new metrics. But for a CoP (and its members) to thrive requires embracing a few simple organizational change ideas, and making them concrete, authentic, and fun. The “Sustainable Communities Critical Success Factors” do just that. A sustainable Community of Practice (CoP) demonstrates measurable value to both the organization and CoP participants contributing relevant knowledge, and nourishing lasting and productive relationships. Any CoP, by definition, convenes to cross organizational boundaries, to build a shared body of knowledge, and to network. But a sustainable CoP comes together with a shared sense of passion and applies that to practical outputs. While most COPs fade, sustainable CoPs endure:
* Members express a spirit of volunteerism that beyond their personal objectives and “WIIFM”;
* CoP “working groups” generate relevant products that integrate diverse insights; and
* CoP outcomes show up in corporate metrics, and, ultimately CoP ideas influence corporate planning. "
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1. Regular Real-time Meeting
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"On a cru au départ au grand paradigme de la transformation globale et uniforme de l’entreprise traditionnelle en entreprise 2.0. La pratique est en train de prouver le contraire… En effet, plus je travaille avec mes clients au déploiement de stratégies Web 2.0 et de certains de ses outils à l’intérieur de leurs entreprises, plus je m’aperçois que ce déploiement doit se faire de façon graduelle, par projets pilotes."
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Premier niveau
Comme nous venons de le voir, le premier niveau de communauté touche l’entreprise dans son ensemble. Des communautés que je nomme d’intérêt et qui sont ouvertes à tous les employés: profil personnel et professionnel à partager avec tous afin de faciliter la communication et la conversation, faciliter aussi l’identification des expertises et faciliter l’innovation participative.
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Deuxième niveau
À ce niveau, les communautés se spécialisent et deviennent des communautés de pratique, si chères aux spécialistes des ressources humaines qui ne jurent que par la gestion du savoir. En effet, c’est à ce niveau que les communautés génèrent des contenus d’expertise ou de mémoire d’entreprise™ à partager entre employés d’une même spécialité en vue d’un transfert générationnel.
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"Communities don' t just work. The creation and sustaining of communities needs active facilitation.
As part of the SunSpace deployment we created a Community cookbook which covers following topics 200901192239.jpg
* Community overview (CoP,project teams, social networks ...)
* Community build (roles,responsibilities,measures, getting started)
* Active Community management (facilitation tips & tricks, health check )
* Scalability (community driver model, self supporting communities)
* etc."
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- > 25'000 users
- 10 time growth within six month
- > 500 communities
- > 130'000 content objects (wiki pages, attachments etc.)
- > 5.5 million social activities
- consolidation of 3 existing knowledge management tools (aka shutdown these sites )
The implementation of SunSpace has been proven to be successful . Since we launched SunSpace in July 2008 we have
hose ideas, however, don’t really come from nowhere. Instead, they are typically at the edge of a company’s radar screen, and sometimes a bit beyond: trends in peripheral industries, unserved needs in foreign markets, activities that aren’t part of the company’s core business. To be truly innovative, companies sometimes have to change their frames of reference, extend their search space. New ways of thinking and organization can be required as well.
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Problem solvers can be professionals, retired scientists, students or anyone who can answer a problem that has stumped a company’s own researchers. InnoCentive, based in Waltham, Mass., says the site gives solutions to about 40% of the problems posed.
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Many companies set up so-called communities of practice, which are typically internal Web sites where employees are encouraged to share knowledge and skills important to the company.
Just for the sake of clarifying the practical meaning of "knowledge transfer", here are the ten most current approaches to transferring knowledge in business environments:
Many other companies are also trying to foster greater collaboration within their ranks. Some are using web-based social media to help them. For instance, Lockheed Martin, an American defence giant, plans to roll out Unity—a software platform that encourages employees from different areas to connect with one another via blogs, wikis and other online tools—across its entire business later this year, after piloting it in one area. But dismantling internal barriers to co-operation is a tricky business that requires much more than smart software. Unless firms are careful, there is a real danger that collaborative crusades could do them more harm than good.
Adopting Team CoPs
It’s usually the team lead who wants the community
- so right off the bat we need to know if it’s what the workers want
- and we need to know how to best structure it so the workers naturally participate
An idea here for the lead is to put aside control, prescribed structure and convenience of one space, and let the workers suggest community structure/number of communities
- a bottom-up way to structure a top-down request
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It is essential the team lead must be active. If they are not, this sends a signal to the workers that the tools don’t have much merit. The team lead must be a role model.
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Another thing is that if the team lead has appointed a champion, or one has volunteered to facilitate, it’s a very hard job to have influence in a team dynamic.
The Knowledge Management Section of the U.S. Army’s Field Manual FM 6-01.1 is a classic example of the formal structure and organization one can apply to just about any organizational process that requires management
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Figure 3-2 illustrates a pyramidal hierarchy of collaboration styles that I have found to be unrealistic in typical organizations. Just as there are multiple organizational structures that may or may not map to what you see on the formal organizational chart, you also see people engaing in different types of collaboration at different times for different purposes. Sometimes this collaboration can be planned, and sometimes it emerges spontaneously. Fixating too solidly as a manger on a theoretical progression of collaboration types may be less useful than concentrating on identifying when different type of collaboration make sense and making sure the resources are available to support what is needed.
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In other words, it’s a process that lays out the role of knowledge management and how learning can be captured and fed back to improve operations. It’s no better nor worse than any other set of “process steps.”
We build community out of crisis and we build community by accident, but we do not know how to build community by design.
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