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Knowledge Sharing & Communities of Practice (CoP) - Coggle Diagram
Knowledge Sharing & Communities of Practice (CoP)
Introduction
knowledge has been captured and codified, it needs to be shared and disseminated throughout the organization
Finding Information
Knowledge workers spend 15-35% of time searching for information
Personalization strategy vs. codification strategy
Learning is Social
personalization strategy
Feedback is important
Provides avenue for tacit-to-tacit knowledge transfer
Context is important
Knowledge Workers
primarily create new knowledge
ability to apply theoretical and analytical knowledge
Skills
Judgment and creativity
Autonomy
Communication and Collaboration
Problem Solving
Learning
Building Relationships
Why need a (CoP)?
we have shared knowledge through ‘word of mouth’
Communities of Practice (CoPs)
CoPs differ from other kinds of groups
The way they define their enterprise
The way they exist over time
The way they set their boundaries
Flexible boundaries
Membership involves whoever participates in and contributes to the practice
Many opportunities for learning
Common Characteristics of CoP’s
Common goal
Improvement of members’
profession
Commitment
Participation fueled by
trust, interest, credibility,
professionalism,
ethical behaviors
Visual Workspace
A place to store stories, artifacts, tools, discussions, glossaries, historical events
Roles and Responsibilities in CoP’s
Active participants vs. lurkers
Key roles in CoP
Visitors
Novices
Regulars
Leaders
Elders
Social Network Analysis (SNA)
Mapping and measuring of relationships and flows
Improve knowledge flow and performance
Identify key brokers and hoarders
Visual representation of who knows who and who shares information/knowledge with whom.
Nodes in the network represent people or groups.
Links show relationships or flows between nodes
Identify patterns of interaction
Average number of links between people
Number of subgroups
Information bottlenecks
Knowledge brokers
Knowledge hoarders
SNA techniques
visualization tools that can be used together with surveys
Cluster analysis – process of identifying highly integrated subgroups
Can be automated
SNA Metrics
Centrality
Betweenness
Closeness
Community Yellow Pages
Use software to create profile of individual’s expertise and connections between people
provide significant organizational benefit
Use of Social Network Services (SNS),
Knowledge Sharing Communities
Visible interactions help create
mutual awareness
mutual accountability
mutual engagement
Social presence
how much of a sense members have that other people are present
Social computing
digital systems that draw upon social information and context
examples- recommender systems
Undernet
Knowledge sharing may be occurring informally
SNA can help identify ‘undernet’ in organization
Facilitating Knowledge Sharing
knowledge is property
knowledge is power
Credibility of the content and the source
Organizational culture and climate
Obstacles to Knowledge Sharing
People are usually rewarded for what they know
Lack of trust between provider of knowledge and receiver of knowledge
Implications of Knowledge Sharing
example
Connecting professionals across platforms, across distances.
Building reputation.
Reducing time to isolate talent.
Leveraging best practices.
Avoiding mistakes.
Standardizing professional practices.
Ensuring Success in Formal Organization
Champion
Sponsor
Members
Facilitator
Practice leaders
Knowledge Integrators
Values of Social Capital
maintenance of positive relations between different subgroups
Need strong relationships within groups as well as ‘bridging’ ties between groups
Hard to quantify value
