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Collective Action Through a ‘Communities of Practice’ Approach
Collective Action Through a ‘Communities of Practice’ Approach
Improving post-crisis recovery through agricultural researchImproving post-crisis recovery through agricultural research
Presented by Ravi Prabhu at the Workshop on Defining a Strategic
Agricultural Research Agenda on Post-Crisis/Post-Shock Recovery in Highly Stressed Systems, Nairobi, May 22-23, 2008
Presented by Ravi Prabhu at the Workshop on Defining a Strategic
Agricultural Research Agenda on Post-Crisis/Post-Shock Recovery in Highly Stressed Systems, Nairobi, May 22-23, 2008
OverviewOverview
Regional Plan Approach to Collective Action
Communities of Practice
Adapting and Operationalising
Conclusion
Regional Plan Approach to Collective Action
Communities of Practice
Adapting and Operationalising
Conclusion
Approach to Collective ActionApproach to Collective Action
Governance mechanisms should be designed in full consultation with all partners and should meet with the agreement of a large majority of the partners
Role of the Alliance Transaction costs need to be contained Bottom-up and distributed approach Implementation should be through flexible, transparent,
accountable mechanisms and clearly articulated terms of reference and performance criteria for the relevant individuals
Use of network cluster approach: bring partners and strategic allies together in a flexible arrangement that facilitates innovation.
Governance mechanisms should be designed in full consultation with all partners and should meet with the agreement of a large majority of the partners
Role of the Alliance Transaction costs need to be contained Bottom-up and distributed approach Implementation should be through flexible, transparent,
accountable mechanisms and clearly articulated terms of reference and performance criteria for the relevant individuals
Use of network cluster approach: bring partners and strategic allies together in a flexible arrangement that facilitates innovation.
Communities of PracticeCommunities of Practice
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.
Etienne Wenger
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.
Etienne Wenger
CharacteristicsCharacteristics
The domain: identity defined by a shared domain of interest. Membership implies a commitment to the domain, and a shared competence that distinguishes members
The community: members engage in joint activities and discussions, help each other, and share information. They build relationships that enable them to learn from each other. But do not necessarily work together on a daily basis.
The practice: develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems—in short a shared practice as opposed to ‘community of interest’.
The domain: identity defined by a shared domain of interest. Membership implies a commitment to the domain, and a shared competence that distinguishes members
The community: members engage in joint activities and discussions, help each other, and share information. They build relationships that enable them to learn from each other. But do not necessarily work together on a daily basis.
The practice: develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems—in short a shared practice as opposed to ‘community of interest’.
Enhancing capabilityEnhancing capability
Enable practitioners to take collective responsibility for managing the knowledge they need, as they are often in the best position to do this.
Create a direct link between learning and performance, as the same people participate in communities of practice and in ‘operational’ units.
Allows addressing the tacit and dynamic aspects of knowledge creation and sharing, as well as the more explicit aspects.
Not limited by formal structures: they create connections among people across organizational and geographic boundaries.
Enable practitioners to take collective responsibility for managing the knowledge they need, as they are often in the best position to do this.
Create a direct link between learning and performance, as the same people participate in communities of practice and in ‘operational’ units.
Allows addressing the tacit and dynamic aspects of knowledge creation and sharing, as well as the more explicit aspects.
Not limited by formal structures: they create connections among people across organizational and geographic boundaries.
Why CoP?Why CoP?
Short term value Long term value
Members Help with challenges
Access to expertise
Confidence
Meaningful work
Fun with colleagues
Personal development
Reputation
Professional identity
Network
Marketability
Organization Problem solving
Time saving
Knowledge sharing
Synergies
Reuse of resources
Strategic capabilities
Keeping abreast
Innovation
Retention of talents
New strategies
Critical success factorsCritical success factors
Community Organization
Domain that energizes group
Skillful and reputable coordinator
Involvement of experts
Address details of practice
Right rhythm and mix of activities
Strategic relevance of domain
Visible management sponsorship, but without micro-management
Dance of formal and informal structures
Adequate resources
Consistent attitude
Are Communities of Practice a suitable vehicle for our collective action?
If yes:
Does the concept need adaptation? Roles, success factors, etc.
If no:
Are there alternative ‘vehicles’ that are more suitable?
Are Communities of Practice a suitable vehicle for our collective action?
If yes:
Does the concept need adaptation? Roles, success factors, etc.
If no:
Are there alternative ‘vehicles’ that are more suitable?
Concluding questionsConcluding questions
Thank you for your attention!Thank you for your attention!