We think you have liked this presentation. If you wish to download it, please recommend it to your friends in any social system. Share buttons are a little bit lower. Thank you!
Presentation is loading. Please wait.
Published byMelissa Hansen
Modified over 3 years ago
Communities of Practice © Copyright Fred Nickols 2010
Objectives Distinguish CoPs from other groups Make a case for their potential value Touch on a couple of Dos and Donts Answer whatever questions I can 2© Copyright Fred Nickols 2010
Two Different Worlds… World A Formal organization Designed organization Hierarchy (Vertical) Authority of position Reporting relationships Defined processes Formal T&D Work as described Abstractions World B Informal organization Emergent organization Network (Flat) Authority of competence Working relationships Proven practices Situated learning Work as performed Experiences 3© Copyright Fred Nickols 2010
What theyre N T Organizational unit (OU) Ongoing operational team (OT) Project team (PT) Task force (TF) Social network (SN) Community of Interest (CI) Faux team (FT) 4© Copyright Fred Nickols 2010
PurposeMembershipAuthorityAllegianceCohesion Results from Resources AssignedPositionalUpward Leadership & Relationships Ongoing – Until Reorganized Ongoing Tasks AssignedPositionalUpward Task Dependencies Ongoing – Until Reengineered Time-bound Tasks/Results AssignedPositionalUpward Leadership & Relationships Inception to Completion AppearancesAssignedNon-Existent Fragmented or Non- Existent Management Pressure Until Disbanded or Fades Away Information Sharing Invitation & Approach InformationNorms Value of the Information Ongoing – Until It Dies Out Stay Abreast Invitation & Approach KnowledgePeers Level of Interest Ongoing – Until It Dies Out Develop Expertise Invitation & Approach ExpertisePracticeIdentity Ongoing – Until It Dies Out Duration OU CP OT TF FT SN CI 5© Copyright Fred Nickols 2010
What They ARE Groups of people (network not hierarchy) that form to share knowledge about their work (a.k.a. their practice), learn from one another about that work, and provide a social context for that work (i.e., to establish and maintain their identity) 6© Copyright Fred Nickols 2010
Practice Practice versus process Three defining characteristics: Joint Enterprise Mutual Engagement Shared Repertoire 7© Copyright Fred Nickols 2010
Hierarchy 8© Copyright Fred Nickols 2010
Network 9© Copyright Fred Nickols 2010
CoP - Examples Xerox copier technicians Pharmaceutical reps (drug detailers) Software developers Chrysler corporations tech clubs Production line technicians Test item writers & psychometricians Research chemists Instructional staff at Navys IT School 10© Copyright Fred Nickols 2010
Companies using CoPs 11© Copyright Fred Nickols 2010
Why You Should Care Financial returns far outweigh any investment Schlumbergers oilfield engineers $200 million in cost savings and new revenue 75% decrease in time to update modifications 95% decrease in time to solve difficult problems Xerox field technicians $15-20 million in annual cost savings $100 million cumulative 50,000 tips in their database 12© Copyright Fred Nickols 2010
Why You Should Care CoPs are valuable organizational assets Decrease learning curves Handle unstructured problems Play a key role in developing and maintaining long- term organizational memory Reduce rework and reinvention Increase innovation and speed Create social and intellectual capital Contribute to increased retention of talent Make change stick 13© Copyright Fred Nickols 2010
Some Dos & Donts DO Nurture and support existing CoPs Cultivate and support new CoPs DONT Mandate CoPs Manage them in a heavy-handed way 14© Copyright Fred Nickols 2010
Improve Consulting Skills Task Force An assignment Time-bound Deliverables Finish up Get back to work Apart from me Non-sustainable CoP A practice Open-ended Performance Continuous It is the work My identity Sustainable 15© Copyright Fred Nickols 2010
Q&A 16© Copyright Fred Nickols 2010
Contact Information Fred Nickols740.504.0000 Managing Partnerwww.nickols.us Distance Consulting LLCfred@nickols.us 1558 Coshocton Ave - 303 Mount Vernon, OH 43050 17
© Fred Nickols 2010 HPT: Guerrilla Style Leveraging Requests for Training Fred Nickols, CPT 1.
Addition 1’s to 20.
0 - 0.
MANAGEMENT RICHARD L. DAFT.
Test B, 100 Subtraction Facts
Overview and Integration 16-1Copyright© 2013 Pearson Education Leadership in Organizations.
Top Five Skills Employers Desired in Criminal Justice Paralegals Research done by : Nelly Rubio.
MULT. INTEGERS 1. IF THE SIGNS ARE THE SAME THE ANSWER IS POSITIVE 2. IF THE SIGNS ARE DIFFERENT THE ANSWER IS NEGATIVE.
Welcome to Who Wants to be a Millionaire
1 Copyright © 2010, Elsevier Inc. All rights Reserved Fig 2.1 Chapter 2.
ATS 5A - 1 The Art of Tech Support John Abbott College How to Work with Vendor Support M. E. Kabay, PhD, CISSP Director of Education, NCSA President, JINBU.
Past Tense Probe. Past Tense Probe Past Tense Probe – Practice 1.
© S Haughton more than 3?
Chapter 9 Understanding Work Teams
DIVIDING INTEGERS 1. IF THE SIGNS ARE THE SAME THE ANSWER IS POSITIVE 2. IF THE SIGNS ARE DIFFERENT THE ANSWER IS NEGATIVE.
Copyright © 2010 Pearson Education, Inc. Publishing as Prentice Hall Chapter 14 Managing Quality Improvement Teams and Projects.
Copyright © 2002 by The McGraw-Hill Companies, Inc. All rights reserved Chapter The Future of Training and Development.
Fifth Edition 1 M a n a g e m e n t I n f o r m a t i o n S y s t e m s M a n a g I n g I n f o r m a t i o n T e c h n o l o g y i n t h e E – B u s i.
16-1©2005 Prentice Hall 13 Organizational Design and Structure Chapter 13 Organizational Design and Structure.
Copyright, 2011 WowWe® VERS ONLINE 2 3.
Chapter 7 Turning People into Team Players
Developing leadership Skills 15-1Copyright© 2013 Pearson Education Leadership in Organizations.
McGraw-Hill/Irwin Copyright © 2007 by The McGraw-Hill Companies, Inc. All rights reserved. Chapter 20 Systems Operations and Support.
Set Up Instructions Place a question in each spot indicated Place an answer in each spot indicated Remove this slide Save as a powerpoint slide show.
11 = This is the fact family. You say: 8+3=11 and 3+8=11
Hyper-Social Organizations and Knowledge Management
Visual 8.1 Course Summary Unit 8: Course Summary.
Company LOGO 1 Business Planning for Museums Presented by Cecil Carter Murray State College.
Chapter 7 Work Design. Copyright © 2006 by Thomson Delmar Learning. ALL RIGHTS RESERVED. 2 Purpose and Overview Purpose –Provide a framework for jobs.
Copyright The Info-Tech Research Group Inc. All Rights Reserved. D1-1 by James M. Dutcher Strategic IT Planning & Governance Creation H I G H.
Project Management CHAPTER SIXTEEN McGraw-Hill/Irwin Copyright © 2011 by the McGraw-Hill Companies, Inc. All rights reserved.
The Road to Community Impact: New Answers to Old Questions.
Human Performance Technology The Dawn of a New Era Fred Nickols, CPT Armed Forces Chapter ISPI August 17, 2011 © Fred Nickols
Knowledge Management Looking Back, Looking Ahead-- and Its Future for the Three Sectors Brook Manville, United Way of America Mitre Corporation TEM Dec.
Principles of Information Technology
Leadership ®. T EAM STEPPS 05.2 Mod Page 2 Leadership ® 2 Objectives Describe different types of team leaders Describe roles and responsibilities.
A Human Resource Management Approach
Chapter 5 Organizing.
1 ABOUT THE INSTITUTE ABOUT THE INSTITUTE SOFIA UNIVERSITY ST. KLIMENT OHRIDSKI, BULGARIA CENTRE FOR EUROPEAN RESEARCH, TRAINING AND DEVELOPMENT PROGRAMMES.
SUBTRACTING INTEGERS 1. CHANGE THE SUBTRACTION SIGN TO ADDITION
1 The Individual Knowledge & Experience Check List = World Class Performance Critical Success Steps The Executive Systems, Processes, & Fundamentals The.
©2010 Prentice Hall Business Publishing, Auditing 13/e, Arens/Elder/Beasley Fraud Auditing Chapter 11.
Neighbourhood Watch Poland: DIALOG Programme experiences.
$100 $200 $300 $400 $100 $200 $300 $400 $100 $200 $300 $400 $100 $200 $300 $400 $100 $200 $300 $400.
© 2017 SlidePlayer.com Inc. All rights reserved.