Communities of Practice
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Communities of Practice (CoP) sind Gruppen von Personen, die Interesse oder Leidenschaft
für eine Tätigkeiten (Praxis) teilen und durch regelmäßige Interaktion lernen, diese Tätigkeit
besser auszuführen.[1]
"Communities of practice are groups of people who share a passion for something that they know how to do and who interact regularly to learn how to do it better." (Wenger 2002)
“A group of people who come together to learn from each other by sharing knowledge learn from each other by sharing knowledge and experiences about the activities in and experiences about the activities in which they are engaged which they are engaged” (Wenger, 1998)
"Wissensgemeinschaften sind über einen längeren Zeitraum bestehende Personengruppen, die Interesse an einem gemeinsamen Thema haben und Wissen gemeinsam aufbauen und austauschen wollen. Die Teilnahme ist freiwillig und persönlich. Wissensgemeinschaften sind um spezifische Inhalte gruppiert." (North, Romhardt, Probst)
Inhaltsverzeichnis |
Methodenbeschreibung
Um Communities of Practice aufzubauen sind folgende Schritte notwendig (nach Etienne Wenger):
Stage 1: Potencial
"defining the scope of the domain in a way that elicits the heartfelt interests of members and aligns with important issues for the organization as a whole.", a typical work plan:
- Determine the Primary Intent of the Community (Helping communities, Best-practice communities, knowledge-stewarding communities, innovation communities)
- Define the Domain and Identify Engaging Issues (Hinweis: Wissenslandkarte aufbauen)
- Build a case for Action
- Identify Potential Coordinators and Thought Leaders
- Interview Potential Members
- Connect Community Members
- Create a Preliminary Design for the Community (Domain/Scope, hot topics, structure, roles, knowledge-sharing processes, and names of key members)
Stage 2: Coalescing
"establish the value of sharing knowledge about that domain, develop relationships and sufficient trust to discuss genuinely sticy practice practice problems, discover specifically what knowledge should be shared and how.", a typical work plan:
- Build a Case for Membership
- Launch the Community
- Initiate Community Events and Spaces
- Legitimize Community Coordinators
- Build Connections Between Core Group Members
- Find Ideas, Insights, and Practices That Are Worth Sharing
- Document Judiciously
- Identify Opportunities to Provide Value
- Engage Managers
Stage 3: Maturing
"defining its role in the organization and its relationship to other domains, managing boundary of the community, shifting from simply sharing to organizing the community's knowledge, identifing its cutting edge.", a typical work plan:
- Identify Gaps in Knowledge and Develop a Learning Agenda
- Routinize Entry Requirements and Processes
- Measure the Value of the Community
- Maintain a Cutting-Edge Focus
- Buils and Organize a Knowledge Repository
Stage 4: Stewardship
"maintain the relevance of the domain and find a voice in the organization, keep tone and intellectual focus of the community lively and engaging, keep the community on the cutting edge.", a typical work plan:
- Institutionalize the Voice of the Community
- Rejuvenate the Community
- Hold a Renewal Workshop
- Actively Recruit New People to the Core Group
- Develop New Leadership
- Mentor New Members
- Seek Relationships and Benchmarks Outside the Organization
Stage 5: Transformation
"simply fading away, die because turning into a social club, split into distinct communities, become institutionalized."
Erfolgsfaktoren
- Veränderungen initiieren
- Eröffnung eines Dialogs zwischen internen und externen Perspektiven
- Fördern Sie den Dialog zwischen den unterschiedlichen Wissensebenen (z.B. zwischen Experten und Neueinsteiger)
- Unterstützen Sie sowohl öffentliche als auch private Bereiche des Austausches
- Konzentrieren Sie sich auf den Mehrwert der sich für die Mitglieder der Communitie ergibt
- Vereinen Sie Vertrautheit mit immer neuen Anzreizen
- Achten Sie darauf, dass sich die Communitie in einem bestimmten Rhythmus einspielt
Anwendungsbeispiel
- CPSquare (The Community of Practice on Communities of Practice)
- Caterpillar (Anwender)
- EADS Airbus (Anwender)
- Schaeffler KG (Anwender)
- Siemens AG (Anwender)
- Volkswagen AG (Anwender)
Siehe auch
- CoP-Profil (en)
- CoP-Koordinator
- CoP-Coordinator
- CoP-Support-Team
- CoP-Librarian
- Communities of Practice (Wenger)
- Wissensgemeinschaft
- Community Baukasten
- Virtueller Teamraum
Literatur
- ABWF (Hrsg.): QUEM Report Heft 85 - Wissenserzeugung und -austausch in Wissensgemeinschaften - Communities of Practice. 2004
- Etienne Wenger: "Cultivating Communities of Practice", ISBN 1578513308
- Etienne Wenger: "Communities of Practice - Learning, Meaning, Identity", ISBN 0521663636
- Etienne Wenger, William Snyder: “Communities of practice: the organizational frontier”, Harvard Business Review, (January-February 2000), 139-145.
- Etienne Wenger: Cultivating communities of practice - a quick start-up-guide. 2002
- Hubert Saint-Onge, Debra Wallace: Leveraging Communities of Practice for Strategic Advantage. 2002, ISBN 075067458X
- Klaus North, Kai Romhardt: Wissensgemeinschaften - Keimzellen lebendigen Wissensmanagements.
- Laurie Lock Lee: Leading Network Development Practices in 2002 - A Literature Review. 2002
- Paul Hildreth, Chris Kimble: Knowledge Networks: Innovation through Communities of Practice. 2004, ISBN 1591402700
- William Snyder: Communities of Practice: Combining Organizational Learning and Strategy Insights to Create a Bridge to the 21st Century. 1997
Weblinks
- Leading Network Development Practices in 2002: A Literature Review
- Implementing Communities of Practice and After Action Reviews
- Etienne Wenger: Communities of practice a brief introduction
- Video-Interview mit Etienne Wenger über CoPs
- Communities of Pracitce: A Literature Review
- Erfolgsmessung in Communities
- Erfolgsmessung in Communities – Traffic Kennzahlen
- McDermott: Measuring the impact of communities
