© 2003, Etienne Wenger

The art of learning togetherThe art of learning together

Etienne WengerP.O. Box 810North San Juan, CA 95960, U.S.A.Phone (530) 292-9222Fax (530) 292-9229E-mail etienne.wenger@cpsquare.com

© 2003, Etienne Wenger

"The positive development of a society in the absence of creative, independently thinking, critical individuals is as inconceivable as the development of an individual in the absence of the stimulus of the community." (Albert Einstein)

a profound insighta profound insight

© 2003, Etienne Wenger

… … a group of “practitioners,” whoa group of “practitioners,” who

share similar challengesshare similar challenges

interact regularlyinteract regularly

learn from and with each otherlearn from and with each other

improve their ability to address their improve their ability to address their

challengeschallenges

a familiar experiencea familiar experience

© 2003, Etienne Wenger

1.1. StoriesStories

2.2. Social learning theorySocial learning theory

3.3. Community cultivationCommunity cultivation

4.4. Integration into organizationsIntegration into organizations

5.5. The future of learningThe future of learning

Five challengesFive challenges

© 2003, Etienne Wenger

© 2003, Etienne Wenger

A social perspectiveA social perspective

learningpractice

community

meaning

identityWhat are we

doing?

Where do webelong

Who are webecoming?

What is ourexperience?

© 2003, Etienne Wenger

Key dimensionsKey dimensions

PracticeCommunity

Domain

ParticipationParticipation

SponsorshipSponsorship

NurturingNurturing

SupportSupport

LearningLearningtogethertogether

© 2003, Etienne Wenger

Community profilesCommunity profilesas patterns of as patterns of togetherness togetherness

Community activities

oriented to …

… meetings

… context… community cultivation

… access to expertise

… projects… open-ended conversation

… content publishing

… individual participation … relationships

In collaboration with Nancy White and John Smith © 2006 Wenger, White, and Smith

© 2003, Etienne Wenger

Information Informal

Formal

WithFrom

Models of practice

Projectreviews

Case clinics

Document sharing

Collections

Learningprojects

Hot topicdiscussions

Stories

Formalpracticetransfer

Visits

Invitedspeaker

Mutual benchmark

External benchmark

Broadcast inquiry

Readinggroup

Problem solving

News

Jointresponse

Boundarycollaboration

Trainingand workshops

Pointers to resources

Systematicscan

Guests

JointeventsDocumenting

practice

Field trips

Exploringideas

Eachother

1

2

7 4

3

65

Tips

Practice fairs

Warranting

Helpdesk

Outsidesources

1. Exchanges2. Productive inquiries3. Building shared

understanding4. Producing assets5. Creating standards6. Formal access to

knowledge7. Visits

© 2003, Etienne Wenger

occasional

transactional

peripheral

active

coordinator

core group

lurkers

leaders

sponsors

experts

beginners

alumni

outsiders

© 2003, Etienne Wenger

Community rolesCommunity roles

CoordinatorCoordinator Subgroup leaderSubgroup leader CybrarianCybrarian Technology stewardTechnology steward Assistant Assistant Help desk attendantHelp desk attendant JournalistJournalist

Member rolesMember roles

ConvenerConvener Core group memberCore group member Subject matter expertSubject matter expert BrokerBroker Outpost/scoutOutpost/scout Networker/weaverNetworker/weaver QuestionerQuestioner

ElectedElected

ConsensusConsensus

Self-selectedSelf-selected

VolunteerVolunteer

AppointedAppointed

RotationRotation

EmergentEmergent

© 2003, Etienne Wenger

addressing inherentaddressing inherentcommunity tensionscommunity tensions

Group

IndividualInteracting

Publishing

asynchronous synchronous

discussion boards

teleconference

chat

instant messaging

member directory

wikiblog

telephony/VoIP

individualprofile page

e-mail

e-mail lists

scratch pad

RSS

“new” indicators

subscription

podcast

contentrepository

presenceindicator

buddy list

security

Q&A systems

RSS aggregator

newsletter

calendar

videoconference

application sharing

whiteboard

site index

participation statistics

search

subgroups

personalization

communitypublic page

versioncontrol

documentmanagement

UseNet

contentrating

scheduling

polling

commenting

networking tools

tagging

bookmarking

sharedfiltering

geomapping

interestfilter

In collaboration with Nancy White and John Smith

© 2003, Etienne Wenger

A community is a living entity … not unlike a coupleA community is a living entity … not unlike a coupleIt takes hard work and careful nurturingIt takes hard work and careful nurturing

It depends on renewed passionIt depends on renewed passion

It becomes an entity in its own rightIt becomes an entity in its own right

It takes initiativeIt takes initiative

It is voluntaryIt is voluntary

It involves responsibilitiesIt involves responsibilities

It is funIt is fun

privateprivate and public and public

commoncommongroundground

ongoingongoinglegacylegacy

recognizedrecognizedstewardshipstewardship

communalcommunalidentityidentity

long-termlong-termviabilityviability

Transforming

Sustaining

Maturing

Coalescing

Potential

© 2003, Etienne Wenger

DomainsDomains

CommunitiesCommunities

PracticesPractices

StewardshipStewardship

Shared knowledgeShared knowledge

LearningLearning

StrategyStrategy

PerformancePerformance

© 2003, Etienne Wenger

Where to start?

Why focus on communities of practice?

• help with challenges• access to expertise• confidence• fun with colleagues• meaningful work

• strategic capabilities• keeping abreast • innovation• retention of talents• new strategies

• personal development• reputation• professional identity• network• marketability

• problem solving• time saving• knowledge sharing• synergies across units• reuse of resources

short-term value long-term value

mem

bers

orga

niza

tion

What are some critical success factors?

• Domain that energizes a core 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

community organization

What are communities of practice?

Communities of practice are groups of people who share a passion for something that they know how to do and who interact regularly to learn how to do it better.

What elements to develop?the definition of the area of shared inquiry and of the key issues

the relationships among members and the sense of belonging

the body of knowledge, methods, stories, cases, tools, documents

Domain:

Community:

Practice:

Cultivating communities of practicea quick start-up guide

by Etienne Wenger

Communities of practice are a familiar experience, but people need to understand how they fit in their work.

• Conduct workshops to educate management and potential members about the approach

• Help people appreciate how communities of practice are inherently self-defined and self-managed

• Establish a language to legitimize communities and establish their place in the organization

A strategic context lets communities find a legitimate place in the organization

Communities of practice can use some light-handedguidance and technology infrastructure.

Practitioners usually see the value of working as a community but may feel the organization is not aligned with their understanding.

The formal organization must have processes and structure to include these communities while honoring their root in personal passion and engagement.

Starting to cultivate communities of practice as early as possible creates early examples that allow people to learn by doing.

• Provide some process support, coaching, and logistic assistance

• Identify needs and define adequate infrastructure without undue emphasis on fancy technology

• Have a few pilot communities going as soon as possible

• Find communities to start with by identifying areas where there is potential and readiness

• Interview some prospective members to understand issues, start discussing a community, and identify potential leaders

• Gather a core group to prepare and initiate a launch process

• Help members organize an initial series of value-adding activities

• Encourage them to take increasing responsibility for stewarding their knowledge

• Find sponsors to encourage participation

• Value the work of communities

• Publicize successes

• Integrate communities in the way the organization works

• Identify and remove obvious barriers

• Align key structural and cultural elements

• Articulate a strategic value proposition• Identify critical business problems • Articulate need to leverage knowledge

educate

encouragesupport

get going

set strategic context

integrate

© 2003, Etienne Wenger

For information, seeFor information, seewww.CPsquare.orgwww.CPsquare.orgwww.ewenger.comwww.ewenger.com

Etienne WengerP.O. Box 810North San Juan, CA 95960, U.S.A.Phone (530) 292-9222E-mail Etienne.Wenger@cpsquare.org