The only people who can form a community are the members themselves as a collectivity.
The first step is to have a series of conversations with potential members. What issues and challenges are they facing? Do they interact with others facing similar issues and challenges? Do they think it would help to make such interactions more sustained and systematic?
The second step, which often happens in the context of the first one, is to find some potential members who are willing to join you in your vision of a community of practice and to invest their own identities as practitioners in making this happen.
The third step, assuming the first two have yielded positive results, is to engage a dedicated core group from the second step in designing a process by which the community can get going. Often this will entail organizing a launch event. But in some cases, it could just entail starting working on an issue and letting the process attract others. The level of visibility of the launch process will depend on the degree to which it can build on existing identities associated with the domain of the community.
Etienne Wenger is considered to be a leader in the field. In his and others’ writings about communities of practice, deep collaboration around practice is a central characteristic. Members of communities of practice share a common concern for what it is that they do (Wenger, 1998). With that common concern, members interact and share stories of practice (Iverson & McPhee, 2002) with the goal of improving practice by collaboratively constructing knowledge (Wenger, 1998).
theories of situated learning are found in communities of practice where learning and practice go hand-in-hand in a social environment and where discussions of practice among experts are indispensable to novice practitioners.
Cognitive apprenticeship theory, which proposes professional learning in authentic workplace environments (Collins, Brown, & Newman, 1989) and collaborative learning between novice and expert, is evident.
In the case of Twitter, the needs and goals of users have transformed a simple status updating software into a versatile networking and learning tool used by an estimated three million people.
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