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CHAPTER 5 Knowledge Sharing & Communities of Practice (CoP) - Coggle…
CHAPTER 5 Knowledge Sharing & Communities of Practice (CoP)
Knowledge
has been captured and codified, needs to be shared and disseminated throughout the organization
One way to facilitate knowledge sharing is by making the knowledge socially visible
Communities of Practice
differs from other kinds of groups in organization in terms
The way they define their enterprise
The way they exist over time
The way they set their boundaries
Common characteristics
Common goal
Commitment
Virtual Workspace
Key roles
Visitors
Novices
Regulars
Leaders
Elders
Social Network Analysis (SNA)
Mapping and measuring of relationships and flows between people, groups, organizations, computers or other information/knowledge processing entities
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.
SNA metrics
Centrality
Betweeness
Closeness
Community Yellow Pages
One of earliest KM applications
Use software to create profile of individual’s expertise and connections between people
Can provide significant organizational benefit
Visible interactions help create
mutual awareness
mutual accountability
mutual engagement to knit group members more closely together
Social computing
digital systems that draw upon social information and context to enhance the activity and performance of people, organizations and systems.
Social Presence
how much of a sense members have that other people are present.
Undernet
Knowledge sharing may be occurring informally
Facilitating Knowledge Sharing
The notion “knowledge is property”
The notion “knowledge is power”
Credibility of the content and the source
Organizational culture and climate
Obstacles
People are usually rewarded for what they know
Lack of trust between provider of knowledge and receiver of knowledge
Implications of Knowledge Sharing
Connecting professionals across platforms, across distances.
Standardizing professional practices.
Avoiding mistakes.
Leveraging best practices.
Reducing time to isolate talent.
Building reputation.
Taking on stewardship for strategic capabilities.
Retain employees through communities of practice
Human Capital
a person’s education, skills and background necessary to be productive in an organization or profession.
Social Capital
the institutions, relationships and norms that shape the quality and quantity of an organization’s social interactions.