Published on October 8, 2009
Communities of Practice and the Challenge of Management Support Eric Bun | firstname.lastname@example.org Pieter de Vries, Gwendolyn Kolfschoten & Wim Veen Delft University of Technology International Conference October 6, 2009 on Knowledge Management and Information Sharing, Co-created by: KMIS 2009
Meet Mark Mark works as a software developer at an international IT company.
Mark freely participates in a Community of Practice (CoP) to think about new marketing tools.
It all started with aa It all started with brainstorm…. POTENTIAL POTENTIALbrainstorm…. STAGE STAGE CoP evolvement in stages
...everyone enjoyed it, ...everyone enjoyed it, so we decided to build so we decided to build aa community… community… BUILDING BUILDING POTENTIAL STAGE POTENTIAL STAGE STAGE STAGE CoP evolvement in stages
….common goal: “to ….common goal: “to leverage our knowledge leverage our knowledge and build new and build new marketing tools for the marketing tools for the web” web” ENGAGED ENGAGED BUILDING BUILDING STAGE STAGE POTENTIAL STAGE POTENTIAL STAGE STAGE STAGE CoP evolvement in stages
…… new innovative marketing new innovative marketing tools that were based on the tools that were based on the knowledge of people across knowledge of people across the company the company ENGAGED ENGAGED ACTIVE ACTIVE STAGE STAGE BUILDING BUILDING STAGE STAGE POTENTIAL STAGE POTENTIAL STAGE STAGE STAGE CoP evolvement in stages
Interesting right? “CoPs are a strategic asset for innovative organisations”
However, did you notice….
….that the value was actually created without any visible support of Mark’s management?
Meet Mr. Burns Mr. Burns is Mark’s manager. He is a good manager but certainly not used to manage informal value netwerks such as CoPs.
Mr. Burns classical Classical Classical Management Styles management Management Styles (Fayol, 1949) My manage- (Fayol, 1949) style does not ment style •• Planning Planning seem to fit to •• Organising Organising •• Commanding new Commanding •• Co-ordinating Co-ordinating organisational •• Controlling Controlling formats such as CoPs.
Nevertheless, Mr. Burns tries to intervene since he acknowledge the importance of the CoP for the organisation. How classical management styles are handled in a CoP Planning Planning CoPs emerge spontaneously CoPs emerge spontaneously Organising Organising CoPs organise themselves & roles emerge CoPs organise themselves & roles emerge Commanding Commanding Relationships are leading, not hierarchy Relationships are leading, not hierarchy Co-ordinating Co-ordinating CoPs motivate/engage resources themselves CoPs motivate/engage resources themselves Controlling Controlling Controlling structures subject ofofnegotiation Controlling structures subject negotiation
The Management Paradox “BUSINESS MANAGERS ARE ABLE TO CULTIVATE COPS BY PROVIDING THE RIGHT SUPPORT […], BUT MANAGERS COULD RATHER EASILY DESTROY THE VALUE OF COMMUNITIES BY IMPOSING TOO MUCH, OR WRONG MANAGEMENT EFFORTS. […]” (based on Wenger and Snyder, 2000)
Since Mr. Burns, David, is now aware of the management paradox, he uses a support tool to cultivate the CoP of Mark Best Practices from casestudy: 55Best Practices from case study study: study •• Appoint Energisers; Appoint Energisers; •• Assess people on how they Assess people on how they share their knowledge; share their knowledge; •• Lower tresholds to constitute Lower tresholds to constitute CoPs; CoPs; •• Obligate employees to store Obligate employees to store ‘lessons learned’;; ‘lessons learned’ •• Utilise intervision and Utilise intervision and empower employees. empower employees.
In the future, David, would like to conduct additional research on… 1. Transition 2. Effectiveness of management the Support Tool Support Tool ENGAGED ENGAGED ACTIVE ACTIVE STAGE STAGE BUILDING BUILDING STAGE STAGE POTENTIAL STAGE POTENTIAL STAGE STAGE STAGE CoP evolvement in stages
Communities of Practice and the Challenge of Management Support Eric Bun | email@example.com Conference Proceedings for KMIS, 2009 Thank you!
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