Date post: | 11-May-2015 |
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Knowledge Management 2009
Course 4
Tim Hoogenboom & Bolke de Bruin
http://www.timhoogenboom.nl
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Contents of Today
• Recapitulating last week
• Something on Practice
• Communities of Practice, Boundaries and Locality
• Relevance of Practice Based Approach
• Assignment
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Wrapping it up
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Design in a nutshell
• Design organizations as architectures for learning
• We have four design interventions (areas of influence) we need to balance:– Meaning, Time, Space, Power
• As to learning, organizations consist of 3 infrastructures– Engagement, Imagination, Alignment
• Infrastructures are specific interventions
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Difficulties Design
• Design as a craft (ask any artisan)
• Design by drawing (ask any engineer)
• Design as a process (ask program manager)
• Design without a product (who should we ask… You?)
Hindsight: If we had known at the start what we know now we’d never designed it like this (p.xxv)
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Design Interventions
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Designing for Participation
Learning can’t be designed – it can only be frustrated or facilitated
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A Design Framework
ENGAGEMENT IMAGINATION ALIGNMENT
PARTICIPATION/
REIFICATION
Combining them meaningfully in actions, interactions and creation of shared histories
Stories, playing with forms, recombinations, assumptions
Styles and discourses
DESIGNED/
EMERGENT
Situated improvisation within a regime of mutual accountability
Scenarios, possible worlds, simulations, perceiving new broad patterns
Communication, feedback, coordination, renegotiation, realignment
LOCAL/
GLOBAL
Multi-membership, brokering, peripherality, conversations
Models, maps, representations, visits, tours
Standards, shared infrastructures, centers of authority
IDENTIFICATION/
NEGOTIABILITY
Mutuality through shared action, situated negotiation, marginalization
New trajectories, empathy, stereotypes, explanations
Inspirations, fields of influence, reciprocity of power relations
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Practice
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Community of Practice
• Communities of practice are social configurations that support learning, by facilitating practices that reflect the pursuit of a shared enterprise and social relations.
• Practices have no agency on their own, yet practices connote doing, and by this doing members’ practices help them in ordering their social context
• Communities are a new mode of organizing between the market and the hierarchy
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Practice
• Practice is the source of coherence for a community (of practice), thereby it differs from interest groups, belief groups, cultures etc.
• Practice is about the negotiation of meaning– Participation is the process of taking part and also to the relation
with others that reflect this process. – Reification is treating an abstraction as substantially existing or
as a concrete object.
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Community
• In order to structure a practice a social configuration is needed
• Communities of Practice are constituted under the force of– Mutuality of engagement: Constructing and reproducing the
relationships (often called memberships) for doing things together.
– Joint enterprise: shared objective negotiated by its participants to deal with a situation as they experience it.
– Shared repertoire: Resources for negotiation of meaning that a community has adopted during its existence, and which have become part of its practice
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Practice creates learning
• For communities of practice to be durable, learning is required
• Legitimate peripheral participation: To learn trajectories are necessary, trajectories created openings within communities that foster member’s learning
• Learning is a constant flux; neither inherently stable, nor randomly changeable
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Practice creates boundaries
• Inherent to practice is emergence of boundaries, creating discontinuities in learning
• To overcome learning blockades boundary trajectories are vital
• To deal with boundaries our identities have to incorporate situated or partial identities and multimemberships
• Reification can also serve continuity across community of practices by brokering via boundary objects (the sprout of object-centered sociality)
• Organizations try to design boundary practices, overlaps and peripheries to bridge isolations, yet it is up to the community to appropriate them
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Practice creates locality
• Practice, and thus communities of practice, is always local.
• Communities of practice always are part of broader constellations.
• These constellations are institutionalized structures
• Understanding local and global and their interplay is vital in realistic organizational design– Naïve associations hoaxing ‘a living togetherness’– KPI steering as way of understanding the practice
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Relevancy PBA
• Practice Based Approach (PBA)
• Practice situated in middle of structure and agency extremes– Structure (Objectivism, functionalism, positivism)– Agency (Subjectivism, symbolic interactionism, pragmatism)
• In search for middle way: – Giddens’ structuration theory, Latour’s actor-network theory,
Wenger’s practice based approach– Think of organizational reconstitutions
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Assignment
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