Cultivating knowledge through co ps may 2010
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Intervencion de Mr Dale en el congreo EDO 2010 en el CEJFE
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Cultivating knowledge through co ps may 2010
- 1. Steve Dale Director Semantix (UK) Ltd Congreso Internacional EDO 2010
- 2. Who am I? An evangelist and practitioner in the use of Web 2.0 technologies and Social Media applications to support personal self-development and knowledge sharing. Steve was the business lead and information architect for the community of practice platform currently deployed across the UK local government sector, the largest professional network of its type, and continues to play a key role in the support of virtual communities of practice for value creation in public services. Stephen Dale (Steve)
- 4. What is a ? What is a Community of Practice?
- 6. A successful CoP needs certain ingredients
- 7. A community
- 8. A domain of interest
- 9. A place to meet
- 10. A facilitator (or moderator)
- 14. But what’s new about Communities of Practice?
- 16. Royal Guild of Cloth makers Guild of St Luke (painters) Guild of Goldsmiths
- 17. Over 800 Worshipful Companies www.wordle.net
- 20. What is a ? Evolving from conversations to collaboration
- 21. Degrees of Transparency and Trust Join our list Join our forum Join our community Increasing collaboration and transparency of process
- 22. Collaborative Working – some distinctions KIN, Warwick Business School Purpose Members Adhesive Duration Formal work group To deliver a product or service Employees who reports to the group’s manager Job requirements and org structure Until organisational restructuring Project team To accomplish a task Employees assigned by senior management Project milestones and goals Until project completion Social networks To collect and pass on information Friends and acquaintances Mutual needs and interests As long as people have a reason to connect Community of Practice To develop members’ capabilities; to build and exchange knowledge Members who select themselves Passion, commitment and identification with the group’s expertise As long as there is interest in maintaining the group
- 24. Levels of engagement Level of engagement Type of engagement Browse, search, learn (Anonymously) Comment (with attribution) Ask a question (with attribution) Write a blog Become a mentor Become an expert Register Comment (Anonymously) Waxing and Waning Interest
- 25. Patterns of contribution Ref: Jacob Nielson http://www.useit.com/alertbox/participation_inequality.html Number of participants Number of contributions 1% active contributors 9% occasional contributors 90% readers (aka ‘lurkers’) The 1-9-90 rule
- 27. But have we forgotten how to have conversations?
- 28. Is this what we asked for or what managers think we need?
- 30. Understanding your community: Culture and Behaviours
- 32. It’s more about the people than the technology
- 36. Members of an active community occasional transactional peripheral active facilitator core group lurkers leaders outsiders experts beginners
- 37. Your community’s life-cycle From: Cultivating Communities of Practice by Wenger, McDermot and Snyder Plan Start-up Grow Sustain/Renew Close Level of energy and visibility Time Discover/ imagine Incubate/ deliver value Focus/ expand Ownership/ openness Let go/ remember
- 38. The community will go through cycles of activity Activity
- 39. What makes a successful community?
- 42. A Facilitator/Coordinator cultivates the community
- 45. ACTIVITY: WHAT ARE THE ATTRIBUTES OF A GOOD FACILITATOR?
- 47. Communities of Practice in UK Local Government www.communities.idea.gov.uk
- 48. There is a growing recognition but not yet a consensus about integrating Community of Practice (CoP)-style working in the everyday practice of public sector programmes and services.
- 50. Over 700 Local Gov Services
- 52. For some it’s a culture shock
- 53. Building an environment to support collaborative working Find and connect with experts Find and connect with your peers Threaded discussion forums, wikis, blogs, document repository News feeds Event calendar News and Newsletters
- 55. Evaluating success (and ROI)
- 58. Understanding the community profile Observers Power Contributors Contributors Inactive
- 59. What to measure (everything!)
- 60. Network maps provide insight and prompt questions “ I frequently or very frequently receive information from this person that I need to do my job .” Hutchinson Associates 2005
- 63. What is the value to the individual Ask the CoP members ….
- 68. Measuring value by productivity
- 69. Benchmarking Source: Knowledge & Innovation Network, Warwick Business School
- 71. Lessons Learnt
- 74. Know when to let go!
- 76. "If you always do what you always did, you'll always get what you got." Albert Einstein, 1879-1955 Evolution of Knowledge
- 77. Thank you! http://www.linkedin.com/in/stevedalexxx http://www.flickr.com/photos/stephendale/ http://twitter.com/stephendale stephendale http://stephendale.net [email_address] http://friendfeed.com/dissident http://www.delicious.com/stephendale http://steve-dale.net
Notas do Editor
- Juts like making a really tasty cake – we need the right ingredients
- Blend the ingredients
- Barn raising as a method of providing construction labour had become rare by the close of the 19th century. By that time, most frontier communities already had barns and those that did not were constructing them using hired labour. Mennonite and Amish communities carried on the tradition, however, and continue to do so to this day.
- Professional networks (Communities of Practice) have been around for hundreds of years. It’s only recently that we have rediscovered how they can support knowledge sharing in virtual environments.
- Over 800 Worshipful Companies (networks of professional artisans) - currently active in London.
- Quote by Steve Dale (but too modest to say so on the slide!)
- A Community of Practice is a network of individuals with common problems or interests who get together to explore ways of working, identify common solutions, and share good practice and ideas.
- Most users are familiar with distribution lists – e.g. newsletters and e-bulletins. In fact over 30,000 local government employees subscribe to the IDeA e-bulletin. There were also users familiar with using forums – the IDeA web site supports a large number of fairly active forums. But these are not ‘communities of practice’. Certainly there was an element of collaboration using the forums, but there was no concept of trust or transparency, and no access to a common (domain-specific) library of material. The website itself was designed as a broadcast medium (Web1.0) and not as a resource to enable connections to be made between users. The key to moving forward was to develop a compelling business case that would emphasise the enormous potential that could be gained by encouraging connections with and between users and allowing the conversations to flow. So, it was one final step to developing the concept of a ‘community’, which would encourage greater collaboration through a variety of social networking tools and social media applications. The early adopters – as you will probably guess – are those who were already familiar with forums and maybe even social networking sites (Myspace, Facebook, Flickr etc.)
- The major part of this presentation is focused on Communities of Practice (CoPs) – but what are the distinguishing characteristics of a CoP? Arguably the most important characteristic is that members are self-selected, i.e. they are there because they perceive there is some value in being a member of the CoP. They are there because they WANT to be there.
- Why bother about purpose? Because without it your community will stall and disintegrate.
- The Long Tail by Chris Anderson. www.thelongtail.com Also follows Jacob Nielson’s law of distribution.
- It’s tough building online communities and you must encourage those people who contribute.
- The practice is a set of frameworks, idea, tools, information, styles, languages, stories and documents that community members share in order to be effective in their domain of knowledge.
- Member agreement on knowledge needs is key to stimulating participation. The community must have a shared understanding about what knowledge it needs in the community of practice. Although the proceeding analyses identified needed knowledge, skills, and information , it is wise to build consensus around which KSIs are most critical to community members. The community should prioritise its knowledge needs.
- Helping needs Where members help each other to solve day-to-day issues and experts can be invited in to help . connecting people building trust creating a forum to support requests for help and assistance creating an environment to share, assess value and disseminate good ideas creating self-help functions accelerating collaboration across organisations or a specialism strengthening networks and improving employee relations facilitating professional peer learning and drawing from expert knowledge and experience Best practice needs Where developing and disseminating best practice, guidelines and procedures issued to provide instant access to validated and up to date knowledge and information increasing exchange of lessons learnt and good practice seeking new understanding of developments and implementations collaborating to develop, consult and validate practice publishing and disseminating specific practices verifying effectiveness and benefit of practice accelerating the speed of quality decision making and implementation of best practice Achieve higher standards in projects, strategies and improving outcomes enlisting leading experts Knowledge Stewarding needs Where there is a need to organise , manage and steward a body of knowledge from which members can draw. creating a shared understanding of issues providing instant access to knowledge and information in an organised and intuitive way accessing collective and vetted knowledge that is managed, summarised and up to date bring together timely and relevant knowledge and information providing quick and easy access to up to date news, publications, websites and practice in one place increasing opportunities for self-help and personal development collaborating to increase the productivity of ideas and knowledge helping with leadership issues Innovation needs Where the creation of breakthrough ideas, knowledge and practices is paramount creating a safe and trusted environment where innovation can take place supporting creative, experimental, multi-disciplinary and cross boundary working sharing and developing expert knowledge and thinkingdeveloping innovative practices accelerating the rate of innovation through sharing and testing out ideas providing opportunities to approach and work with new technologies, new business and new approaches providing channels to support the development of new ideas and ways of working sharing warnings and deciphering trends
- Story of the stone soup?
- From KIN Benchmarking Report - 52 CoP’s surveyed - Measured CoP’s impact on: Individual - Performance - Learning & Knowledge Sharing - Motivation & Commitment Organisational (Team/Department/BU) - Performance - Learning & Knowledge Sharing
- The practice is a set of frameworks, idea, tools, information, styles, languages, stories and documents that community members share in order to be effective in their domain of knowledge.
- This presentation draws on the practical experience of communities of practice working in UK local government and will aim to answer the elusive ‘value’ question.
- And the need for CoPs that join up LA's
- IDeA Services Local partnerships leading communities Children’s adult social care and public health Efficiency and vfm Workforce development Equalities and cohesion Direct support to councils Peer working Online support Leadership programmes Beacons and innovation
- The Community Hub page – aggregation of content from the other 900+ communities
- How healthy are these communities? How do you track and measure their health? If some are healthier than others why do you think that is? What is teh difference between IDeA involvement and not? Is there a link there to healthiness? End of phase 3 Technology 0.5 Million. IBM Websphere Code J2EE
- Know who your contributors are – and look after them! Observers (some call them ‘lurkers’) are still valuable members of the community. The fact that they accessing and reading content contributes to the overall dynamics of the community. Inactive users (those who have registered but have not contributed or accessed any content) should be removed. It is necessary to ‘feed’ and weed’ a community in order for it to flourish and grow.
- Knowledge flows along existing pathways in organizations. To understand the knowledge flow, find out what the patterns are. Create interventions to create, reinforce, or change the patterns to improve the knowledge flow.
- NI14 - Avoidable contact: the average number of customer contacts per resolved request. Government see this as a method of managing ‘demand failure’ by expecting councils to measure both the number of customer contacts and the number of contact requests for a range of services contacted by face-to-face, email, ‘phone or web. MSA – won Top of the CoPs in March 2008 for the highest number of contributions made by its members during the month.
- So, if one wants to think of ‘value’ solely in terms of hard cash savings – then online conferences have saved IDeA over £80,000 in 2009 (10 conferences x £8000). But, as mentioned previously, it is wrong to confuse ‘costs’ with ‘value’. The real value comes from the learning and sharing opportunities provided by the on-line conference. There are also far more effective networking opportunities provided in a virtual (on-line) environment, where posted comments (in forums, blogs etc.) can reach a far wider audience.
- How much simpler and efficient is it to have one copy of a document that everyone can view and edit than having multiple copies of a document which someone must then manually reconcile into one master version? Wikis were designed with collaboration in mind.
- - 52 CoP’s surveyed - Measured CoP’s impact on: Individual - Performance - Learning & Knowledge Sharing - Motivation & Commitment Organisational (Team/Department/BU) - Performance - Learning & Knowledge Sharing
- It is also noted that aggregating quantitative metrics does not provide evidence of either success or failure of a CoP. For example, we need to understand: The original purpose and intended outcomes of the community . Some will be light on discussion and strong on shared document building and vice versa. Others will be ‘one-shot’ supporting a single challenge. 2. The rhythm or cycle of the community . Not all communities will be a hive of activity, some will support its participants at a low level of interaction over a long period, others for short bursts around face-to-face-meetings or events. 3. The quality of the interactions and/or the viewings it attracts. An online community may be composed of lengthy, high quality, position statements or case-studies with relatively little discussion. Others, equally valid, may be filled with chit-chat and gossip, sharing experience in a way that provides moral support for isolated individuals. So any measure of success is likely to be a mix of qualitative and quantitative data. But managers want to know if these communities are successful, or are they just an excuse to waste time chatting (and this is where bad press on social networking sites such as MySpace, Bebo or Facebook doesn’t help). We have tried to avoid interfering with the way that the CoPs are being run, particularly in the sense of setting targets and timescales. The more informed managers are aware that traditional command and control processes do not work for CoPs, and that instilling corporate processes on largely free-wheeling communities is likely to stifle and inhibit innovation and learning. However, there is a cost in keeping this technology and support infrastructure going, and it is reasonable to expect questions from senior managers on what the benefits are and what the ROI is. It remains something of a conundrum on how best to respond to these questions in a way that will give senior managers the confidence to maintain investment.
- Targets such as a 40% contribution rate
- Know when to relinquish control – let the community find its own direction and set it’s own objectives.
- Creativity and original thinking will drive change. But remember, not all change is good!
- Mention handouts (IDeA cards).