True or false- Communities of practise need the institutional spotlight to develop within their extended company?
False. Many communities of practise are best left to develop naturally from within a company.
100
True or false, All communities of practise form naturally?
True, however their development can be influenced.
100
What is a community of practice?
A joint enterprise between people with common backgrounds who produce a shared repertoire of communal resources.
100
What is the downfall of having an unrecognized community of practice?
Lack of reflexivity, awareness of value and of limitation
100
Can you name 3 different members of an organization that can take actions in their own domains to support communities of practice and maximize the benefits they can provide?
Strategists, many different types of managers, accountants, and work process designers.
200
Whether these communities arise spontaneously or come together through seeding and nurturing, their development ultimately depends on?
Internal leadership. In order to legitimize the community as a place for sharing and creating knowledge, recognized experts need to be involved in some way.
200
What is the first stage in development of a community of practise?
Potential and recognizing a common bond
200
What are some examples of communities of practice you have been in?
Ex. Peers in the same major or class, friends on a sports team etc.
200
What is a bootlegged relationship in terms of communities of practice?
The community of practice is only visible, informally, to the people involved
200
How can an accountant support a community of practise?
Learn to recognize the capital generated by productive communities of practise.
300
Name at least three types of leadership that are discussed in the reading.
Can you name in order the 5 stages of development of a community of practise?
1) Potential
2) Coalescing
3) Active
4) Dispersed
5) Memorable
300
What does “dynamic knowledge” mean?
The participation of people who create, refine, communicate, and use the knowledge discussed in communities of practice.
300
Which relationship style do you think is the best for a community of practice to have with a structured company and why?
Various answered accepted.
Ex. Strategic because it is officially recognized by a company and given the proper support and resources.
300
How can training departments help nurture communities of practise?
By moving the focus from training initiatives that extract knowledge out of practice to learning initiatives that leverage the learning potential inherent in practice.
400
How can leaders nurture communities of practise in organisations?
By legitimizing participation, negotiation their strategic content, being attuned to real practises, fine-tuning the organisation, and providing support and resources.
400
Can you explain some of the typical activities associated with the final two stages in the development cycle of a community of practise?
Staying in touch, communicating, holding reunions, telling stories and preserving artifacts and memorabilia .
400
Why are communities of practice important?
Knowledge is created, shared, organized, revised, and passed on within and among these communities, allows for consistent responses from employees.
400
How is a community of practice different from a functional or business unit?
It defines itself in the doing, as members develop among themselves their own understanding of what their practice is about. The membership involves whoever participates in and contributes to the practice.
400
How can strategists help develop communities of practise?
They must find ways to create two-way connections between communities of practice and organizational strategies.
500
Who coined the phrase “double knit organisations” in the article and what does it mean?
Richard Mcdermott- people who work in teams for projects, but also belong to longer-lived communities of practice
500
What typical activities take place at stage two of the development cycle of communities of practise?
Exploring connectedness, defining joint enterprise, and negotiating community.
500
What do communtites of practice provide?
The exchange and interpretation of information
They can retain knowledge in "living" ways
The stewardship of competencies- allowing organization to stay on the cutting edge
A homes for identities
500
How do communities of practice become liabilities?
When they stop drawing inspiration from the boundaries of the group or interacting with other people.
500
How can change managers help develop communities of practise?
They can help build new practices and communities to bring about changes that will make a constructive difference.