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80%
Explicit knowledge
Tacit knowledge
20%
Why a Community of Practice?
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What is the value of a Community of Practice?
• Cannot capture everything that we/others know (the “iceberg” dilemma)
• Cannot predict all the knowledge that someone needs –formal workshop can provide the foundation but real learning happens by “doing” and through “conversations” with others
• No single person has the answer to every
question/problem—Need to tap
“wisdom of the crowd”/community
Why a Community of Practice?
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WHAT IS A CoP?
Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.
(Wenger circa 2007)
A group of individuals bounded by a common professional interest (practice) who voluntarily come together to share good practices, ideas, experiences, and ultimately help to advance the “practice”.
(Semantix, 2009)
CoP Fundamentals
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Research Centers
Facilitator
Support Team
Champions
Community
Members
CoP Fundamentals
“Core” Group
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occasional
peripheral
active
Facilitator
lurkers
Champions
Experts
Support Team
Coordinator
core
CoP Fundamentals
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Number of participants
Number of contributions
1% active contributors
9% occasional contributors
90% readers (aka ‘lurkers’)
The 1-9-90 rule
CoP Fundamentals
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Examples of Services to Community Members
Online Discussions
Question Engagement Community Responses
“Ag-Exchange”
Priority Topic
Discussion Synthesis
E-Consultation Draft
Plan/Program Comment
Period Feedback for
Consideration
Workshops Topic Area In-Person Workshop
Continuing Dialogue
Activities and Engagement
Expert/Peer Assists
Issue/Challenge Call/Webinar Outcomes
shared with community
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o Agrilinks & the Knowledge-Driven International
Development (KDID) Portal
Activities and Engagement
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o Online discussions, collaboration and file
sharing
o Low-bandwidth, flexible solutions for online
communication; Participation via email
o Robust library of user-submitted content
o Access to global industry-events
Activities and Engagement
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o Clear expectations, roles and requirements for the various partners in the network
o Network goals and activities are aligned with member objectives
o Activities reflect member behavior and leverage existing work processes
o Strong leadership catalyzes and sustains activity and adjusts if the network is not meeting expectations
o Regular communication
Critical Elements for Success