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Communities of Practice: The Organizational Frontier

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Communities of Practice: The Organizational Frontier

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Community's primary output is knowledge (intangible), but effectiveness in:
- Driving strategy: expertise and knowledge of communities helps create guiding predictions
- Start new lines of business:  sharing insights leads to unique collaborative solutions
- Solve problems quickly: know who to ask for help and provide rapid assistance
-Transfer best practices: "an ideal forum for sharing and spreading best practices throughout a company"
- Develop professional skills: effective learning depends on willingness of peers to mentor/guide not on experience level; communities of practice provide willing guides
Help recruit and retain talent: peers support and create opportunities for each other

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Groups of people who share a passion for something they do and who interact regularly to learn to do it better
- peer to peer collaborative networks
-Driven by the willing participation of their members
-focused on learning and building capacity
-engaged in sharing knowledge, developing expertise, solving problems

Design and Management
Discovering - exploring relationships
Dreaming - building a community story based on joint purpose
Designing - developing community processes
Documenting - learn/document
Disseminating - share and connect community's learning

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Failing Well
"Their (successful people) larger successes derive from the fact that the fail well"
- appreciate that failure is not avoidable
- understand why they made decisions based on current information
-assess decisions based on info they had at the time
- judge their errors
-examine if they had needed info
- investigate successes contained in failure
- plan to obtain more/better info in future decisions
- use the experience to build/work from strengths
-set a new goal, make a plan, take action

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Living on the Edge
"The times demand the ability to take risks, embrace failure and move on."

Learning from Children:
"Success and failure are born from the same mother"
Children are not afraid to fall short; they are resilient and never give up.
Is it because they no longer play that adults are afraid to fail?

Allaying Adult Fears
"Instead of learning from failure in detail, adults profess they will never make that mistake again."
Errors only reflect negatively on their intelligence, diminishing self-confidence.
"Organizations cannot promote a passion for learning and pursue courses of action that frustrate it."

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Enhancing Personal Credibility

Integrity - Adherence to moral and ethical principles
Intent - Motives, agendas, resulting behaviors - be candid about these to increase trust
Capabilities - Talents, attitudes, skills, knowledge
Results - offer credibility to capabilities

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Trust as a Leadership Competency:
Vision - clear vision is needed for individuals to trust an organization
Values - Help define an organization's culture; trust is developed when leaders follow and support the organization's values
Work Environment: Perceptions of work environment contribute to perceptions of management's care toward employee's. Conditions that betray a lack of interest create distrust
Personnel: Basing hiring/firing decisions on objective data creates trust
Compensation: A consistent and honest approach to compensation is required to create trust

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The Competitive Imperative of Learning - Four Step to Create Psychological Safety

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The Competitive Imperative of Learning - Four Step to Create Psychological Safety

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1 - Provide Process Guidelines
seek out best practices to    facilitate learning
2 - Provide Tools that Enable Employees to Collaborate in Real Time
utilize technology to connect people, but also provide time for face-to-face collaboration
3 - Collect Process Data
Rather than performance data (which captures what happened), gather process data (which describes how work unfolds)
4 - Institutionalize Disciplined Reflection
Use process data to understand what goes right and what goes wrong, and to prevent failure from recurring

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The Competitive Imperative of Learning - Observations

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The Competitive Imperative of Learning - Observations

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Execution a Learning: Leaders set direction, employees discover answers collaboratively, constant development, two-way feedback, continual problem-solving, nothing to fear but fear itself!

These organizations value knowledge, and always seek the best/newest

Execution-only focus harkens back to manufacturing era values (simple, controllable employees, maximum output, systems-focused), employees are afraid to speak out, learning time is not scheduled, internal competition arises, companies are blinded by their own ideas)

Foster psychological safety - people are willing to share ideas, criticisms, thoughts - and make mistakes.

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The Competitive Imperative of Learning - Quotes

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The Competitive Imperative of Learning - Quotes

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"Even flawless execution can not guarantee success in the knowledge economy."

"Before execution-as-learning can occur, organizations must fulfill one big prerequisite: they must foster psychological safety."

"No one can perform perfectly in every situation when knowledge and best practices are moving targets."

"Psychological safety does not operate at the expense of employee accountability."

"Fostering an atmosphere in which trust and respect thrive, and flexibility and innovation flourish, pays off in most settings."