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This presentation describes communities of practice, providing a background as well as various examples.
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©Robin.Teigland©[email protected]@hhs.se 1
Across the border with Across the border with Communities of PracticeCommunities of Practice
September 2007September 2007
Dr. Robin TeiglandDr. Robin TeiglandStockholm School of EconomicsStockholm School of Economics
©Robin.Teigland©[email protected]@hhs.se
A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….
>>A person’s lifetimeA person’s lifetime
18th century18th centuryOne weekOne week
20072007
Fisch 2007Fisch 2007
©Robin.Teigland©[email protected]@hhs.se
……that becomes quickly outdated ….that becomes quickly outdated ….
50%50%knowledgeknowledge
relevantrelevant
50%50%knowledgeknowledgeoutdatedoutdated
First year of First year of technical-based technical-based
educationeducationThird yearThird year
of educationof education
©Robin.Teigland©[email protected]@hhs.se44
GrowthGrowth
TimeTime
Output of informationOutput of information and knowledgeand knowledge
Human Human absorptive absorptive capacitycapacity
..making it increasingly hard to keep up..making it increasingly hard to keep up
Junks 1989Junks 1989
©Robin.Teigland©[email protected]@hhs.se 5
An increasingly connected worldAn increasingly connected world
new friend
s
family
localcolleagues
old friend
s oldcolleagues
colleagues
at other offices
Just a click away…
virtualcommunities
localnetworks
old classmat
esavatars
©Robin.Teigland©[email protected]@hhs.se
””No one knows everything, No one knows everything,
everyone knows something, everyone knows something,
all knowledge resides in humanity.”all knowledge resides in humanity.”
networks.networks.
Adapted from Lévy 1997
©Robin.Teigland©[email protected]@hhs.se 77
The formal organizationThe formal organization
Top-down, command hierarchyTop-down, command hierarchy
©Robin.Teigland©[email protected]@hhs.se 8
Where do individuals go for help with problems?Where do individuals go for help with problems?
Co-located colleagues
IntranetNon-electronic
documents
Internalelectronicnetworks
Contacts inother officesF
irm b
ou
nd
aryExternal
electronicnetworks
Internet
Non-electronicdocuments
Othercontacts
??
©Robin.Teigland©[email protected]@hhs.se 99
It is increasingly through an organization’s It is increasingly through an organization’s informal networksinformal networks that work gets done that work gets done
Informal network in Informal network in pharmaceutical pharmaceutical multinational multinational
©Robin.Teigland©[email protected]@hhs.se 1111
Two departments within the same firmTwo departments within the same firmDepartment 1Department 1 Department 2Department 2
Higher degree of learning & Higher degree of learning & knowledge sharingknowledge sharing
Poorer degree of learning & Poorer degree of learning & knowledge sharingknowledge sharing
©Robin.Teigland©[email protected]@hhs.se 1212
San FranciscoSan Francisco
StockholmStockholm LondonLondon
BrusselsBrussels
HelsinkiHelsinki
MadridMadridCopenhagenCopenhagen
Islands of competenceIslands of competence
Rotated from Rotated from StockholmStockholm
©Robin.Teigland©[email protected]@hhs.seHinton 2007
What are communities of practice?What are communities of practice?
©Robin.Teigland©[email protected]@hhs.se
Examples of communities of practiceExamples of communities of practice
Hinton 2007
©Robin.Teigland©[email protected]@hhs.se 16
Challenges to knowledge databasesChallenges to knowledge databases
• Time consuming and difficultTime consuming and difficult– Takes times for writer to document experiencesTakes times for writer to document experiences– Takes time for reader to search through databases, Takes time for reader to search through databases,
information overloadinformation overload– Often weak incentives to contribute golden nuggetsOften weak incentives to contribute golden nuggets
• Difficult to understandDifficult to understand– Difficult for writer to explain context, tacit ->explicitDifficult for writer to explain context, tacit ->explicit– Difficult for reader to interpret experience and use Difficult for reader to interpret experience and use
in own situationin own situation• Data becomes out-of-date very quickly Data becomes out-of-date very quickly
– Difficult to maintain, especially in fast moving Difficult to maintain, especially in fast moving industriesindustries
©Robin.Teigland©[email protected]@hhs.se 17
• It turns out that …. the It turns out that …. the community ends up being not community ends up being not the secondary resource for the secondary resource for knowledge, but for the majority knowledge, but for the majority of participants …, it’s the of participants …, it’s the *primary* resource.*primary* resource.
Hinton 2007
©Robin.Teigland©[email protected]@hhs.se 18
From tacit to articulate knowledge From tacit to articulate knowledge
““We know more than we can tell.” We know more than we can tell.”
Michael Polanyi, 1966Michael Polanyi, 1966
TacitArticulated
High Low
MANUALHow to
play soccer
Codifiability
©Robin.Teigland©[email protected]@hhs.se 1919
Knowledge is experience, Knowledge is experience, everything else is just information.everything else is just information.
-Albert Einstein-Albert Einstein
©Robin.Teigland©[email protected]@hhs.se 20
CPs are not teams or personal networksCPs are not teams or personal networks
-Obligation-Job requirement
-Value-Commitment
- FriendshipGlueGlue
-Planned-Actively discovered-Serendipitously discovered
Value Value CreationCreation
-Organize tasks-Meetings-Informal communications
-One-on-oneActivityActivity
-Assigned-Not voluntary-Defined boundary
-Mostly volunteers-Permeable boundary
-Friends & acquaintances-No boundary
MembersMembers
-Accomplish goal-Solve problems-Share info. & ideas-Expand knowledge
-Share information-Friendship
PurposePurpose
TeamTeamCommunityCommunityof Practiceof Practice
Personal Personal NetworkNetwork
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se Hinton 2007Hinton 2007
Top-downTop-downCommand hierarchyCommand hierarchy
EmergentEmergentorganic networkorganic network
Communities Communities of practiceof practice
©Robin.Teigland©[email protected]@hhs.se 22
Role of communities of practice in organizations Role of communities of practice in organizations
• Create: Own & develop knowledgeCreate: Own & develop knowledge– Develop & manage good practiceDevelop & manage good practice– Build organizational competenceBuild organizational competence
• Organize: Develop & manage materialsOrganize: Develop & manage materials– Develop tools, guidelines, templates Develop tools, guidelines, templates – Manage databasesManage databases
• Disseminate: Connect people across boundariesDisseminate: Connect people across boundaries– Who knows what Who knows what – Home in changing organization & an uprooted Home in changing organization & an uprooted
societysociety• Embed: Share ideas & insightsEmbed: Share ideas & insights
– Share tacit, complex ideas & insightsShare tacit, complex ideas & insights– Help each other solve problems & find innovations Help each other solve problems & find innovations
©Robin.Teigland©[email protected]@hhs.se 2323
HelpingHelping
Best-practiceBest-practice
InnovationInnovation
Knowledge Knowledge stewardingstewarding
Communities have different primary purposesCommunities have different primary purposes
AQPC 2000AQPC 2000
©Robin.Teigland©[email protected]@hhs.se 24
Organizations supporting communitiesOrganizations supporting communities
• Hewlett-Packard Hewlett-Packard • World BankWorld Bank• DaimlerChryslerDaimlerChrysler• Shell OilShell Oil• McKinsey & Co.McKinsey & Co.• British TelecomBritish Telecom• XeroxXerox
• British PetroleumBritish Petroleum• Ericsson Ericsson • SiemensSiemens• CapGeminiCapGemini• IBMIBM• SchlumbergerSchlumberger• European European
CommissionCommission
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 2525
A variety of virtual communities at an IT firmA variety of virtual communities at an IT firm
KnowledgeKnowledgeNetworkingNetworking
Virtual community led by COOVirtual community led by COO
VP BDVP BDBusiness Concepts Business Concepts
VP SalesVP SalesIndustry Knowledge Industry Knowledge
HRHRCompetencies Competencies
COOCOOProcesses Processes & & MethodologyMethodology
WirelessWireless
BrandingBranding
IntranetIntranet
*Virtual communities led by Business *Virtual communities led by Business Concept responsibleConcept responsible*Functional reporting to VP BD*Functional reporting to VP BD
TravelTravel
AutomotiveAutomotiveFinanceFinance
*Virtual communities led by Industry Group *Virtual communities led by Industry Group responsibleresponsible*Functional reporting to VP Sales*Functional reporting to VP Sales
Proj MgrsProj Mgrs
TechnologyTechnology
DesignDesign
*Virtual communities led by *Virtual communities led by Competency Group responsible. Competency Group responsible. *Functional reporting to HR*Functional reporting to HR
©Robin.Teigland©[email protected]@hhs.se 26
Cap Gemini – NCN MS Electronic CommunityCap Gemini – NCN MS Electronic Community
• ObjectiveObjective– To provide programmers working with Microsoft To provide programmers working with Microsoft
products a forum to help each other solve problems products a forum to help each other solve problems • Organization Organization
– 345 programmers across Nordic countries345 programmers across Nordic countries• ActivitiesActivities
– Helping each other through posting questions and Helping each other through posting questions and responses on listserv nicknamed “L2A2L” (Learn to responses on listserv nicknamed “L2A2L” (Learn to ask to learn)ask to learn)
• Critical success factorsCritical success factors– ““Eldsjäl” – one who burned for community and Eldsjäl” – one who burned for community and
walked the talkwalked the talk– High level of reciprocityHigh level of reciprocity
Teigland & Wasko 2003
©Robin.Teigland©[email protected]@hhs.se 27
Communities of practice at EricssonCommunities of practice at Ericsson
CommunityCommunity Type and MembersType and Members ObjectivesObjectives CommunicatiCommunication channelon channel
eRelationshieRelationship Vodafonep Vodafone
-Inter-organizationalInter-organizational-1400 members in 10 1400 members in 10 countriescountries
-Use internet to design -Use internet to design joint e-business joint e-business platformplatform
-Virtual-Virtual
Competence Competence GroupsGroups
-Intra-organizational Intra-organizational -200 members in 14 200 members in 14 countriescountries
-Ensure sharing of best -Ensure sharing of best practices and practices and commonalitycommonality
- Primarily - Primarily face-to-face face-to-face
Ericsson Ericsson ForesightForesight
- Inter-organizational - Inter-organizational including universities, including universities, experts, & institutionsexperts, & institutions
- 600 with core of 40- 600 with core of 40
- Think tank on - Think tank on emerging trends in emerging trends in society, technology, & society, technology, & consumersconsumers
- Virtual and - Virtual and face-to-face face-to-face
Ericsson Ericsson System System Architect Architect Program, Program, ESAPESAP
- Intra-organizational - Intra-organizational - 20 members from 14 20 members from 14 countriescountries
-Facilitate inter-project Facilitate inter-project learning and learning and innovationinnovation-Retain key individuals Retain key individuals
Primarily Primarily face-to-face face-to-face
Magnusson & Davidsson 2004
©Robin.Teigland©[email protected]@hhs.se 2828
Communities of practice cross all boundariesCommunities of practice cross all boundaries
CompanyCompanySuppliersSuppliers
CustomersCustomers
CompetitorsCompetitorsPartnersPartners
McDermott 2001McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 29
External communities are growing in importance!External communities are growing in importance!
OnlineOnlinecommunitiescommunitiesSchoolmatesSchoolmates
AvatarsAvatars
Previous work Previous work colleaguescolleagues
Large portion of new ideas and formal collaboration relationships come from
external contacts
OrganizationOrganization
PhysicalPhysicalnetworksnetworks
©Robin.Teigland©[email protected]@hhs.se 30
Encourage an open innovation attitudeEncourage an open innovation attitude
Not all the smart people Not all the smart people work for us. We need to work for us. We need to work with smart people work with smart people inside and outside the inside and outside the
company.company.
The smart people in The smart people in our field work for us.our field work for us.
If you create the most If you create the most and the best ideas in and the best ideas in the industry, you will the industry, you will
win.win.
If you make the best If you make the best use of internal and use of internal and external ideas, you external ideas, you
will win.will win.
Closed attitudeClosed attitude Open attitudeOpen attitude
Chesborough 2003
©Robin.Teigland©[email protected]@hhs.se 31
The wisdom of crowds (Surowiecki 2004) The wisdom of crowds (Surowiecki 2004)
ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate
OpenOpenInexpensiveInexpensive
SimpleSimpleClose enoughClose enough
Hinton 2007
©Robin.Teigland©[email protected]@hhs.se 3232
Crowdsourcing: Capturing the wisdom of crowdsCrowdsourcing: Capturing the wisdom of crowds
• What is it?What is it?– Customer participation in business and Customer participation in business and
business developmentbusiness development
• Why the interest?Why the interest?– ExperienceExperience– OwnershipOwnership– EngagementEngagement– LoyaltyLoyalty
Brayrie 2007Brayrie 2007
©Robin.Teigland©[email protected]@hhs.se 3333
What can organizations do?What can organizations do?
InnovationInnovationProduct developmentProduct developmentContent generationContent generation
Decision makingDecision makingFundingFunding
Sales & marketingSales & marketingDistributionDistribution
Brayrie 2007Brayrie 2007
©Robin.Teigland©[email protected]@hhs.se 34
Innovations - www.innocentive.comInnovations - www.innocentive.com
©Robin.Teigland©[email protected]@hhs.se 35
Problem solutions - The Goldcorp ChallengeProblem solutions - The Goldcorp Challenge
©Robin.Teigland©[email protected]@hhs.se 36
Decision making & funding – My football clubDecision making & funding – My football club
Brayrie 2007
©Robin.Teigland©[email protected]@hhs.se 37
Product development - www.ideastorm.comProduct development - www.ideastorm.com
Brayrie 2007
©Robin.Teigland©[email protected]@hhs.se 38
Building the Dell communityBuilding the Dell community
Brayrie 2007
©Robin.Teigland©[email protected]@hhs.se 3939
Communities of practice –Communities of practice –A driving force in crowdsourcingA driving force in crowdsourcing
• ParticipationParticipation• EngagementEngagement• CommitmentCommitment• OpennessOpenness• ConversationConversation• ConnectednessConnectedness
©Robin.Teigland©[email protected]@hhs.se 40
Communities of practice cannot be “managed”Communities of practice cannot be “managed”
• You cannot force a You cannot force a plant to grow by plant to grow by pulling its leavespulling its leaves
• You can, however, You can, however, create the create the conditions for it to conditions for it to growgrow
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 41
Think of a public park…..Think of a public park…..
If we all enjoy the If we all enjoy the park without park without
contributing to its contributing to its maintenance, then maintenance, then
there will be no there will be no park to enjoypark to enjoy
©Robin.Teigland©[email protected]@hhs.se
DefineDefine
Cultivating communities of practiceCultivating communities of practice
MotivateMotivate
ModerateModerate
©Robin.Teigland©[email protected]@hhs.se 43
Define the community of practiceDefine the community of practice
• Business relevanceBusiness relevance– Choose a topic that is Choose a topic that is value-addingvalue-adding for the for the
businessbusiness– Find common objectives across participantsFind common objectives across participants
• Personal passionPersonal passion– Focus on real, current problemsFocus on real, current problems– Find people who Find people who carecare about the topic about the topic
• Define focus and scopeDefine focus and scope– What is the What is the purposepurpose of the community? of the community?
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 44
Moderate the community of practiceModerate the community of practice
• Build human relationshipsBuild human relationships• Ensure an active coordinator – Ensure an active coordinator – This is crucial!This is crucial!• Develop an active core groupDevelop an active core group• Ensure time to participateEnsure time to participate• Combine virtual connections with face-to-face Combine virtual connections with face-to-face
eventsevents– Conferences, electronic conferences, discussion Conferences, electronic conferences, discussion
boardsboards
• Work the public & private community spaceWork the public & private community space
It’s all about relationships!McDermott 2001
©Robin.Teigland©[email protected]@hhs.se
OutsidersOutsiders
Ask questionsAsk questionsDon’t contributeDon’t contributeNot committedNot committed
PeripheralPeripheralContribute lessContribute lessNot committedNot committedEnjoy helpingEnjoy helping
4545
Community membership and rolesCommunity membership and roles
CoordinatorCoordinator““Eldsjäl”Eldsjäl”
ActiveActiveContribute lessContribute less
ChallengeChallengeEnjoy helpingEnjoy helping
Experts Experts High commitmentHigh commitmentContribute moreContribute more
ReputationReputation
Core GroupCore Group
Wasko & Teigland 2002Wasko & Teigland 2002
©Robin.Teigland©[email protected]@hhs.se 46
Building critical mass is crucialBuilding critical mass is crucial
It’s like going to the newest bar It’s like going to the newest bar in town - the music is great, the in town - the music is great, the drinks are cheap, the interior is drinks are cheap, the interior is cool…...but there’s no one cool…...but there’s no one there………..You gotta have there………..You gotta have critical mass to make it work!critical mass to make it work!
Teigland 2003
©Robin.Teigland©[email protected]@hhs.se 47
Ensure communication technology fits with Ensure communication technology fits with participants’ needs and abilitiesparticipants’ needs and abilities
• Use familiar technologyUse familiar technology• Integrate sharing technology with Integrate sharing technology with
everyday workeveryday work• Customize technology to fit the Customize technology to fit the
communitycommunity• Change functionality as community Change functionality as community
discovers what is valuablediscovers what is valuable
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 4848
Two extreme communities of practiceTwo extreme communities of practice
Face-to-faceFace-to-face
VirtualVirtual
©Robin.Teigland©[email protected]@hhs.se 4949
Public & private community spacePublic & private community space
Events: Meetings, Events: Meetings, website, teleconswebsite, telecons
Private SpacePrivate Space Person to personPerson to person
Private SpacePrivate Space Person to personPerson to person
~ 30% in the ~ 30% in the public spacepublic space
Public SpacePublic SpacePublic SpacePublic Space
McDermott 2001McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 50
Communities are living thingsCommunities are living things
• Design from the insideDesign from the inside– Involve community leaders in designInvolve community leaders in design
• Design for different & fluid levels of Design for different & fluid levels of participationparticipation– Not all must participate to the same degreeNot all must participate to the same degree
• Design for evolutionDesign for evolution– Communities evolve in their own directionCommunities evolve in their own direction
• Maintain creative disequilibriumMaintain creative disequilibrium– Avoid too much management supportAvoid too much management support– Prevent competency trapsPrevent competency traps
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 5151
DefineDefine
Cultivating communities of practiceCultivating communities of practice
MotivateMotivate
ModerateModerate
©Robin.Teigland©[email protected]@hhs.se 52
Build an understanding of this “new” Build an understanding of this “new” organizational formorganizational form
Old = organic, value-drivenOld = organic, value-driven
New = to understand dynamics of community New = to understand dynamics of community processes and to intentionally develop processes and to intentionally develop communitiescommunities
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 5353Wasko & Faraj 2000Wasko & Faraj 2000
Useful informationUseful informationSpecific answerSpecific answerPersonal gainPersonal gain
Why do people participate in a Community?Why do people participate in a Community?
Tangible Tangible returnsreturns
26%26%
Intangible Intangible returnsreturns
24%24%
Community Community interestinterest
50%50%
EnjoymentEnjoymentLearningLearning
ReputationReputation
Pro-social behaviorPro-social behaviorReciprocityReciprocity
Advancing the communityAdvancing the community
©Robin.Teigland©[email protected]@hhs.se
But remember people have dueling loyaltiesBut remember people have dueling loyalties
Loyalty
Loyalty
Loyalty
Loyalty
OrganizationOrganization CommunitiesCommunities
©Robin.Teigland©[email protected]@hhs.se 5555
Align incentives with CPsAlign incentives with CPs
• Recognize and reward for collaborative Recognize and reward for collaborative behaviorbehavior – At individual, group, and organizational At individual, group, and organizational
levelslevels
• Show management commitmentShow management commitment
Status and Status and recognitionrecognition
ChallengeChallenge
SatisfactionSatisfaction
$$$$$$MonetaryMonetary
©Robin.Teigland©[email protected]@hhs.se 56
Value is always for Value is always for someone!someone!
Reward and broadcast resultsReward and broadcast results
• Reward Reward – Collect data & tell stories linking Collect data & tell stories linking
activities, knowledge assets, & valueactivities, knowledge assets, & value
• Broadcast resultsBroadcast results– User various means to communicate User various means to communicate
storiesstories
©Robin.Teigland©[email protected]@hhs.se 57
Critical failure factors for CPsCritical failure factors for CPs
• Community leaders inactive or lousy Community leaders inactive or lousy networkersnetworkers
• Scope too wideScope too wide
• Focus on standardizing work processesFocus on standardizing work processes
• Company leaders discourage participationCompany leaders discourage participation
• Build it, wait (pray) for them to comeBuild it, wait (pray) for them to come
– Build more empty librariesBuild more empty libraries
McDermott 2001
©Robin.Teigland©[email protected]@hhs.se 58
Interested in learning more?Interested in learning more?• Contact me atContact me at [email protected]@hhs.se• SourcesSources
Brayrie, 2007, http://www.slideshare.net/brayrie/crowdsourcingBrayrie, 2007, http://www.slideshare.net/brayrie/crowdsourcing Hinton, A. 2007. Hinton, A. 2007.
http://s3.amazonaws.com/ppt-download/architectures-for-http://s3.amazonaws.com/ppt-download/architectures-for-conversation-ii-what-communities-of-practice-can-mean-for-conversation-ii-what-communities-of-practice-can-mean-for-information-architecture-5733.pdfinformation-architecture-5733.pdf
Hustad, E. & Munkvold, E. 2005. IT-Supported Competence Hustad, E. & Munkvold, E. 2005. IT-Supported Competence Management: A Case Study at Ericsson. Management: A Case Study at Ericsson. ISM Journal.ISM Journal.
Magnusson, M. & Davidsson, N. Knowledge Networking at Ericsson: Magnusson, M. & Davidsson, N. Knowledge Networking at Ericsson: A Study of Knowledge Exchange and Communities of Knowing. A Study of Knowledge Exchange and Communities of Knowing. Chalmers Working Paper.Chalmers Working Paper.
McDermott, R. http://www.mcdermottconsulting.com/McDermott, R. http://www.mcdermottconsulting.com/ Wenger, E. http://www.ewenger.com/Wenger, E. http://www.ewenger.com/
• More by Robin atMore by Robin at www.knowledgenetworking.orgwww.knowledgenetworking.org Teigland, R. 2003, http://www.hhs.se/NR/rdonlyres/4165BDC8-Teigland, R. 2003, http://www.hhs.se/NR/rdonlyres/4165BDC8-
C42C-43CF-8EEF-57DCEB0939BC/0/C42C-43CF-8EEF-57DCEB0939BC/0/TeiglandthesisKnowledgeNetworking.pdfTeiglandthesisKnowledgeNetworking.pdf
©Robin.Teigland©[email protected]@hhs.se 59
AppendixAppendix
©Robin.Teigland©[email protected]@hhs.se
What about performance?What about performance?
Firm A
Highcreative
Low on-time
Highon-time Low
creative
Teigland 2003
Highcreative
Virtualcommunity
Firm B
©Robin.Teigland©[email protected]@hhs.se
The strength of weak tiesThe strength of weak ties
Network A’sknowledge Network D’s
knowledge
Network B’sknowledge
Network C’sknowledge
Granovetter 1973