1. Review of the organizational learning and knowledge sharing in the context of the CoPs* Albena Antonova Gourova Elissaveta Ph.D. CIST at Sofia University CIST at Sofia University *This study is a part of a the pilot project TRAINMOR-KNOWMORE, funded by the European Program “Leonardo da Vinci”.

2. Overview of the presentation Project TRAINMOR – KNOWMORE Project TRAINMOR – KNOWMORE Learning organization Learning organization Intellectual capital Intellectual capital Collective learning Collective learning Barriers and Limitations to sharing knowledge Barriers and Limitations to sharing knowledge Sharing knowledge Sharing knowledge CoPs CoPs

3. TRAINMOR - KNOWMORE TRAINing Material in ORganisational KNOWledge Management for European Organizations & Enterprises TRAINing Material in ORganisational KNOWledge Management for European Organizations & Enterprises Overall aim of TRAINMOR -KNOWMORE: To develop an intergraded training framework for Organizational Knowledge Management focused on the needs of European SMEs Overall aim of TRAINMOR -KNOWMORE: To develop an intergraded training framework for Organizational Knowledge Management focused on the needs of European SMEs November 2005 – November 2007

4. Project partners Ireland - WESTBIC: The Business and Innovation Centre for the West and North of Ireland Germany – LINK MV Institute for Support and Competence Development Pro-Competence, BILSE Institute Austria – MERIG - The Multidisciplinary European Research Institute Graz Romania – National Council for Private SMEs in Romania Bulgaria – SU-CIST Cyprus - Cyprus Institute of Technology Greece – Thessaloniki Technology Park ATLANTIS Consulting ALBA

5. Review of the organizational learning and knowledge sharing in the context of the CoPs People are unique holders of knowledge People are unique holders of knowledge The knowledge networks and working groups are considered as support for collaboration, and ideas, people and projects are primary generators of new knowledge and innovations. The knowledge networks and working groups are considered as support for collaboration, and ideas, people and projects are primary generators of new knowledge and innovations. KM is enabler of learning organization, prioritizing the human aspects, and putting the focus on knowledge sharing and knowledge dissemination practices. KM is enabler of learning organization, prioritizing the human aspects, and putting the focus on knowledge sharing and knowledge dissemination practices.

6. Learning organization and intellectual capital The ability to build and exploit intellectual capital has become the most strategically organizational capability The ability to build and exploit intellectual capital has become the most strategically organizational capability Intellectual capital Intellectual capital customer capital customer capital organizational capital organizational capital human capital (serves as a collective term for an organization’s core competences, the skills and knowledge) human capital (serves as a collective term for an organization’s core competences, the skills and knowledge)

7. Organizational knowledge Organizational and collective knowledge include: rules rules procedures, procedures, strategies, strategies, activities, activities, technologies, technologies, conditions, conditions, paradigms, paradigms, frames of references; frames of references;

8. Learning organization LO is not about "more training", it involves the development of higher levels of knowledge and skill. LO is not about "more training", it involves the development of higher levels of knowledge and skill. Management in learning organizations focuses more on how individuals think, what they truly want, and how they interact and learn with one another. Management in learning organizations focuses more on how individuals think, what they truly want, and how they interact and learn with one another. Learning provides the opportunity to create and recreate, change one's external perception of the world and relationship, and extends individual ability to be creative. Learning provides the opportunity to create and recreate, change one's external perception of the world and relationship, and extends individual ability to be creative.

9. Collective learning Collective learning requires skills for sharing information and knowledge, particularly implicit knowledge, assumptions and beliefs that are traditionally "beneath the surface". Collective learning requires skills for sharing information and knowledge, particularly implicit knowledge, assumptions and beliefs that are traditionally "beneath the surface". Subsequently, the main skills are: communication (across organizational boundaries) communication (across organizational boundaries) listening and observing listening and observing mentoring and supporting colleagues mentoring and supporting colleagues holistic perspective (the organization as a whole) holistic perspective (the organization as a whole)

10. Characteristics of Learning Organization Learning Culture Learning Culture Management Processes Management Processes Tools and Techniques Tools and Techniques Skills and Motivation Skills and Motivation Free exchange and flow of information Free exchange and flow of information Commitment to learning, personal development Commitment to learning, personal development Valuing people Valuing people Fostering a climate of openness and trust Fostering a climate of openness and trust Learning from experience Learning from experience

11. Barriers and limitations of knowledge sharing Cognitive limitations are related to the way experts store and process information. Cognitive limitations are related to the way experts store and process information. Motivational limitations are related to the appraisal and reward systems of companies, the internal competition between individuals, teams and units. Motivational limitations are related to the appraisal and reward systems of companies, the internal competition between individuals, teams and units. Personnel need to be compensated for the invested time in knowledge sharing and conversations

12. Sharing Knowledge Two types of individuals: knowledge seekers knowledge seekers knowledge sources knowledge sources Effective knowledge sharing occurs when appropriate connections are built between these parties.

13. Sharing Knowledge Three types of knowledge sharing within organizations: Knowledge retrieval: Knowledge retrieval: Knowledge sharing from the organization to the individual has the purpose of retrieving existing organizational knowledge. Knowledge sharing from the organization to the individual has the purpose of retrieving existing organizational knowledge. Knowledge exchange: Knowledge exchange: Knowledge sharing from an individual to other individuals has the purpose of exchanging existing individual knowledge. Knowledge sharing from an individual to other individuals has the purpose of exchanging existing individual knowledge. Knowledge creation: Knowledge creation: Knowledge sharing among individuals has the purpose of generating new knowledge, resulting from new combinations of existing individual, shared, or organizational knowledge. Knowledge sharing among individuals has the purpose of generating new knowledge, resulting from new combinations of existing individual, shared, or organizational knowledge.

14. Communities of Practice The definition of a community of practice is The definition of a community of practice is "a group of people who share a concern, a set of problems, or a passion about a topic, and who deepen their knowledge and expertise in an area by interacting on an ongoing basis"

15. Communities of Practice CoPs - cross-functional and multi-skilled, CoPs - cross-functional and multi-skilled, functional position is irrelevant functional position is irrelevant the topic knowledge or interest is all necessary the topic knowledge or interest is all necessary The diversity of a CoP's population may encourage creativity and problem solving, and linkages to external communities as CoPs are the legitimate place for learning through participation The diversity of a CoP's population may encourage creativity and problem solving, and linkages to external communities as CoPs are the legitimate place for learning through participation

16. CoPs attributes Variety—multi-skilling prevents boredom and monotony, and builds flexibility Variety—multi-skilling prevents boredom and monotony, and builds flexibility Identity—building an identity encourages a sense of collective responsibility and self-regulation; Identity—building an identity encourages a sense of collective responsibility and self-regulation; Significance—motivation to care about the outcome of the work process increases cooperation when the outcome is imbued with a sense of significance; Significance—motivation to care about the outcome of the work process increases cooperation when the outcome is imbued with a sense of significance; Autonomy—increases the ownership and responsibility of members to the process; Autonomy—increases the ownership and responsibility of members to the process; Feedback—understanding and knowing the results of work processes enables groups to monitor their progress against targets and improve their performance. Feedback—understanding and knowing the results of work processes enables groups to monitor their progress against targets and improve their performance.

17. 4 Important barriers that can overcome CoPs Awareness: Making seekers and sources aware of their respective knowledge Awareness: Making seekers and sources aware of their respective knowledge Access: Providing the time and space for seekers and sources to connect with one another Access: Providing the time and space for seekers and sources to connect with one another Application: Ensuring that the knowledge seeker and source have a common content and understanding Application: Ensuring that the knowledge seeker and source have a common content and understanding Perception: Creating an atmosphere where knowledge sharing behaviors between seekers and sources are respected and valued Perception: Creating an atmosphere where knowledge sharing behaviors between seekers and sources are respected and valued

18. 4 Types of communities Innovation communities Innovation communities Helping communities Helping communities Best-practice communities - attaining, validating and disseminating knowledge; Best-practice communities - attaining, validating and disseminating knowledge; Knowledge-stewarding CoPs- connecting people and collecting information and knowledge across the organisation Knowledge-stewarding CoPs- connecting people and collecting information and knowledge across the organisation

19. 10 characteristics of successful CoP 1. Clear business value proposition; 2. Dedicated skilled leader; 3. Knowledge map for the CoP’s core content; 4. Easy-to-follow knowledge sharing process; 5. Technology medium that facilitates knowledge exchange 6. Communication and training plans for outsiders of CoP; 7. Updated, dynamic list of CoP members; 8. Key success metrics to show business results; 9. Recognition plan for participants; 10. Agenda of topics to cover for the first months of existence

20. Conclusion Organizational learning and knowledge sharing are major factors for success for KM initiatives Organizational learning and knowledge sharing are major factors for success for KM initiatives The focus is put on human factors, the main limitations for effective collaboration are related to the human nature and lack of adequate motivation policy. The focus is put on human factors, the main limitations for effective collaboration are related to the human nature and lack of adequate motivation policy. In this context Communities of practice are appearing as an instrument, overcoming the behavior constraints and manifesting the emergence of new organizational culture In this context Communities of practice are appearing as an instrument, overcoming the behavior constraints and manifesting the emergence of new organizational culture

21. Thank you for your attention! Questions and comments? Questions and comments?