Communities of Practice (Cop)
Communities of Practice (COP)
Assignment
On
Table of Content
Serial no: | Topic: | Page No: | 1. | Introduction | 3 | 2. | Communities of Practices | 4 | 3. | Communities of practice and knowledge management | 5 | | I. Importance of teamwork for Knowledge Management | 5 | | II. Sharing ideas to the success of KM | 7 | | III. Connection of COP to Knowledge Management | 8 | | IV. How characteristics of COP help to bring success to KM practices | 9 | 4. | Conclusion | 11 | 5. | References | 12 |
Introduction
Communities of practice are everywhere. We all belong to a number of them–at work, at university, at home, in our hobbies. Some have a name, some don't. We are core members of some and we belong to others more peripherally. We may be a member of a band, or we may just come to rehearsals to hang around with the group. We may lead a group of consultants who specialize in telecommunication strategies, or we may just stay in touch to keep informed about developments in the field. Or we may have just joined a community and are still trying to find our place in it. Whatever forms our participation takes, most of us are familiar with the experience of belonging to a community of practice.
Members of a community are informally bound by what they do together–from engaging in lunchtime discussions to solving difficult problems–and by what they have learned through their mutual engagement in these activities. A community of practice is thus different from a community of interest or a geographical community, neither of which implies a shared practice.
Much of what people do in organizations occurs in the context of Communities of Practice. There is where best practices and innovations first emerge and where the solutions to shared problems are first identified. For this reason, many companies are determined to encourage, promote, and support COPs, especially in areas, processes and
Assignment
On
Table of Content
Serial no: | Topic: | Page No: | 1. | Introduction | 3 | 2. | Communities of Practices | 4 | 3. | Communities of practice and knowledge management | 5 | | I. Importance of teamwork for Knowledge Management | 5 | | II. Sharing ideas to the success of KM | 7 | | III. Connection of COP to Knowledge Management | 8 | | IV. How characteristics of COP help to bring success to KM practices | 9 | 4. | Conclusion | 11 | 5. | References | 12 |
Introduction
Communities of practice are everywhere. We all belong to a number of them–at work, at university, at home, in our hobbies. Some have a name, some don't. We are core members of some and we belong to others more peripherally. We may be a member of a band, or we may just come to rehearsals to hang around with the group. We may lead a group of consultants who specialize in telecommunication strategies, or we may just stay in touch to keep informed about developments in the field. Or we may have just joined a community and are still trying to find our place in it. Whatever forms our participation takes, most of us are familiar with the experience of belonging to a community of practice.
Members of a community are informally bound by what they do together–from engaging in lunchtime discussions to solving difficult problems–and by what they have learned through their mutual engagement in these activities. A community of practice is thus different from a community of interest or a geographical community, neither of which implies a shared practice.
Much of what people do in organizations occurs in the context of Communities of Practice. There is where best practices and innovations first emerge and where the solutions to shared problems are first identified. For this reason, many companies are determined to encourage, promote, and support COPs, especially in areas, processes and
References: “Communities of Practice: The Organizational Frontier.” Harvard Business Review (Jan-Feb 2000). Working, Learning and Innovation.” Organization Science (February 1991) “The People Are the Company.” Fast Company (November 1995) “Communities of Practice, Learning is Social. Training is Irrelevant?” Training Magazine (February 1997) “Communities of Practice: A Review of the Literature. (March 1997). Cambridge University Press (1998).