By Etienne Wenger
Contemporary economic climate is fueled by way of wisdom. each chief is familiar with this to be real, but few have systematic tools for changing organizational wisdom into fiscal worth. This e-book argues that groups of practice--groups of people shaped round universal pursuits and expertise--provide the right car for riding knowledge-management thoughts and construction lasting aggressive virtue. Written by way of best specialists within the box, Cultivating groups of perform is the 1st publication to stipulate versions and strategies for systematically constructing those crucial teams. via compelling examine and corporate examples, together with DaimlerChrysler, McKinsey & corporation, Shell, and the realm financial institution, authors Etienne Wenger, Richard McDermott, and William M. Snyder convey how world-class businesses have leveraged groups of perform to force technique, generate new company possibilities, clear up difficulties, move most sensible practices, advance staff' expert talents, and recruit and keep best expertise. Underscoring the hot valuable position groups of perform are enjoying in modern wisdom economic climate, Cultivating groups of perform is the definitive consultant to fostering, designing, and constructing those strong teams inside of and throughout organisations.
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Additional resources for Cultivating Communities of Practice
For starters, the model provides a common language that facilitates discussion, collective action, and efforts to gain legitimacy, sponsorship, and funding in an organization. Defining domain, community, and practice also clarifies the definition of communities of practice as a social structure distinct from other types. In addition, these elements provide a means to understand the different ways in which participation is meaningful to members— some may be more interested in the community than in the practice Communities of Practice and Their Structural Elements aspect, for instance.
Another question that people often ask is whether membership in a community of practice has to be voluntary. A community of practice is not like a team that management can assemble unilaterally; its success depends too much on personal passion for coercion to be effective. Membership may be self-selected or assigned, but the actual level of engagement is a personal matter. In this sense, participation is voluntary. Participation can certainly be encouraged, of course, but the kind of personal investment that makes for a vibrant community is not something that can be invented or forced.
They include both the tacit and the explicit aspects of the community’s knowledge. They range from concrete Communities of Practice and Their Structural Elements objects, such as a specialized tool or a manual, to less tangible displays of competence, such as an ability to interpret a slight change in the sound of a machine as indicating a specific problem. The practice includes the books, articles, knowledge bases, Web sites, and other repositories that members share. It also embodies a certain way of behaving, a perspective on problems and ideas, a thinking style, and even in many cases an ethical stance.