Communities of Practice: Knowledge Management Briefs
COMMUNITIES OF PRACTICE
KNOWLEDGE MANAGEMENT BRIEFS
These briefs are written to ABOUT COMMUNITIES OF PRACTICE support USAID and partners with Collaborating, Learning, and Adapting A community of practice (CoP) is a group of people who share a common (CLA) throughout the interest and interact often to learn from each other to advance their work. Program Cycle. They utilize experience from the A CoP typically has three main characteristics: KDMD project to share good practices, how-tos, • A focus on a topic or subject that establishes the CoP’s identity and lessons learned about concepts and activities and distinguishes it from other groups related to knowledge • Engagement of community members management and learning. • A repertoire of resources and outputs Working groups and CoPs are similar, but working groups are usually formed to produce a specific deliverable and may disband when that deliverable has been completed. CoPs, on the other hand, tend to be larger groupings of individuals who come together voluntarily to focus on longer-term goals. While CoPs may have agreed-upon deliverables, they The USAID Knowledge-Driven are generally not the primary reason for forming a community. Microenterprise Development (KDMD) project designs and Why are CoPs useful? implements state-of-the-art knowledge management (KM), learning, CoPs can be valuable for a number of reasons. They can: and collaboration tools and approaches and promotes • Capitalize on different learning styles: People learn in different collaboration among practitioners to speed innovation and adoption. ways. CoPs utilize different mechanisms for capturing and sharing KDMD seeks to maximize the tacit (undocumented and informal) and explicit knowledge. impact of USAID’s knowledge and learning investments, and • Gather collective knowledge: CoPs help capitalize on the implements strategies and processes “wisdom of the crowd.” Everyone has something to teach and to coordinate learning and knowledge sharing across the full something to learn. CoPs create a space of trust for people to range of investments and activities share, assist one another through challenges, and stay current in for our USAID programs. their field.
SEPTEMBER 2013
This document was produced for review by the support of the U.S. Agency for International Development (USAID) under the Knowledge-Driven Microenterprise Development (KDMD) project, implemented by the QED Group, LLC. The views and opinions expressed by the participants in the discussion and in this report were their own and may not necessarily reflect the views of USAID.
• Create valuable networks: CoPs can Varied learning activities, bring together a network of diverse tools, and resources to individuals around a similar interest and capture and share knowledge provide life-long professional connections A methodology or metrics for evaluating that can ultimately stimulate innovative the community’s performance and development practice. incorporating member feedback Types of collaboration HOW-TOS Communities of practice may exist in person, online, or through a combination of both. The following guidance can be utilized during the Whatever the platform a CoP uses, it should be three main phases of a CoP. based on the input of members. Phase 1: Planning and start-up • How would members like to connect with 1. Define goals and objectives: Before a CoP is one another? created, it is essential to first assess the desire and need to form one. Facilitators as well as a • How often would they like to engage? pilot group of members should understand • What are their objectives? the purpose of the proposed CoP and should Asking these questions during the initial stages of work together to agree upon core objectives and goals. What are the short, medium, and the CoP helps encourage continuous and long long-term objectives of the CoP? Is a CoP the term participation. The CoP facilitator(s) should best way to achieve these objectives or are also make sure to focus activities and discussion there other ways that this can be less on the technology/tool and more on the accomplished? Keep in mind that unlike a content and objectives. working group, which is more product-driven, CoPs typically have longer life spans and REQUIREMENTS require a longer-term commitment from members. Communities’ objectives, structure, and members 2. Target your members: A large membership is may vary, but successful CoPs typically share the not synonymous with a successful CoP. In following characteristics: fact, CoPs are often largely driven by a small contingent of committed members who A clear objective decided by and shared regularly contribute to discussions. Think among members through whether you would like your CoP to One or more facilitators to promote be open to anyone or invite-only, as well as participation and model good behavior what this might mean for the member base Member-driven engagement that you hope to recruit. Remember that CoP members typically engage with different A clear implementation plan/timeline to frequency, so think through different ways to achieve agreed-upon results incentivize participation.
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3. Discuss the structure: Engage members in gathering feedback, such as discussions around the structure and key rules online discussions, surveys, of engagement at the outset. Agree on interviews, and open meetings. expectations for the CoP, the facilitator and 8. Learn and adapt: Communities of practice members, and revisit the conclusions are organic and should adapt as necessary to regularly. meet member needs. As feedback is gathered, 4. Select a facilitator: A good facilitator keeps share it back with members and brainstorm CoP activities organic and member-driven, possible adjustments. helps maintain focus, moderates discussions and helps plan activities. CoPs can have more Phase 3: Winding down than one facilitator, but ensure that 9. Know when to end: When communities of expectations are clear by defining roles and practice have served their purpose, members responsibilities. should be engaged in a discussion about bringing the CoP to a close. Before ending the Phase 2: Growing the CoP group, finalize deliverables, compile best 5. Schedule regular activities: A CoP’s activity practices and experiences, share them, and levels may ebb and flow, but core members request final feedback. Remember that and the facilitator should think strategically formally closing a CoP may take time but is about how to encourage continued an opportunity to bring members together for engagement by regularly soliciting feedback a final reflection. from members about the types of activities they would like to engage in. LESSONS LEARNED AND GOOD 6. Build a network and promote community PRACTICES engagement: Foster a consistent exchange of ideas and support among members. Ask Below are some key lessons learned on forming members to share personal and professional and managing communities of practice from the experiences, interests, and help to connect KDMD project: people through different outreach strategies. Capitalize on opportunities for in-person engagement since this can help strengthen the Spend time on start-up: Although it is CoP by building trust and rapport among tempting to immediately jump in, it is members. Scheduling CoP events around important to spend ample time assessing the conferences or events that members are need for and defining the objectives of your already attending can be one way to facilitate CoP. As the CoP grows, refer back to your in-person interaction. objectives to help steer the course of activities. 7. Regularly gather feedback: Member feedback can help assess how well the CoP is achieving its objectives and how it can improve. Consider different mechanisms for
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Choose an effective Resources facilitator: A good facilitator is crucial to a successful CoP. Cultivating Communities of Practice: A When identifying a facilitator, remember Guide to Managing Knowledge - Seven that while technical expertise matters, she/he Principles for Cultivating Communities does not need to provide all of the answers. of Practice A good facilitator is a connector between members and should ultimately facilitate Nickols, Fred (2002). Communities of linkages among others for knowledge Practice- A Start-up Kit exchange.
Wenger, Etienne and Richard Consider subgroups: Think about how McDermott, and William Snyder (2002) subgroups will further your objectives and Cultivating communities of practice: a how discussions and resources from the guide to managing knowledge. subgroup can be shared with the larger Cambridge, Mass.: Harvard Business School Press. group. Too many subgroups, however, may lead to segregation and lack of engagement Wenger, Etienne (2001) Supporting among members. communities of practice: a survey of Celebrate the little wins: Take some time community-oriented technologies: to celebrate member contributions and CoP Knowledge Sharing Toolkit Wiki: activities. Find a place to highlight key Communities of Practice contributions and share updates on upcoming activities. Consider gamification Digital Habitats: Stewarding Technology to encourage participation and reward high for Communities by Etienne Wegner, quality contributors. Nancy White, and John D. Smith Private vs. public member engagement: Online Community Purpose Checklist by While you want most information to be Nancy White openly shared, a facilitator should feel comfortable recognizing when interactions Communities of Practice: An APQC should be kept private between members Overview and asking that the discussion be taken offline.
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