Communities Of Practice Teigland

©Robin.Teigland©[email protected]@hhs.se 1

Across the border with Across the border with Communities of PracticeCommunities of Practice

September 2007September 2007

Dr. Robin TeiglandDr. Robin TeiglandStockholm School of EconomicsStockholm School of Economics

[email protected] [email protected]

©Robin.Teigland©[email protected]@hhs.se

A world of rapidly growing knowledge ….A world of rapidly growing knowledge ….

>>A person’s lifetimeA person’s lifetime

18th century18th centuryOne weekOne week

20072007

Fisch 2007Fisch 2007


……that becomes quickly outdated ….that becomes quickly outdated ….

50%50%knowledgeknowledge

relevantrelevant

50%50%knowledgeknowledgeoutdatedoutdated

First year of First year of technical-based technical-based

educationeducationThird yearThird year

of educationof education

©Robin.Teigland©[email protected]@hhs.se44

GrowthGrowth

TimeTime

Output of informationOutput of information and knowledgeand knowledge

Human Human absorptive absorptive capacitycapacity

..making it increasingly hard to keep up..making it increasingly hard to keep up

Junks 1989Junks 1989


An increasingly connected worldAn increasingly connected world

new friend

s

family

localcolleagues

old friend

s oldcolleagues

colleagues

at other offices

Just a click away…

virtualcommunities

localnetworks

old classmat

esavatars


””No one knows everything, No one knows everything,

everyone knows something, everyone knows something,

all knowledge resides in humanity.”all knowledge resides in humanity.”

networks.networks.

Adapted from Lévy 1997


The formal organizationThe formal organization

Top-down, command hierarchyTop-down, command hierarchy


Where do individuals go for help with problems?Where do individuals go for help with problems?

Co-located colleagues

IntranetNon-electronic

documents

Internalelectronicnetworks

Contacts inother officesF

irm b

ou

nd

aryExternal

electronicnetworks

Internet

Non-electronicdocuments

Othercontacts

??


It is increasingly through an organization’s It is increasingly through an organization’s informal networksinformal networks that work gets done that work gets done

Informal network in Informal network in pharmaceutical pharmaceutical multinational multinational


Two departments within the same firmTwo departments within the same firmDepartment 1Department 1 Department 2Department 2

Higher degree of learning & Higher degree of learning & knowledge sharingknowledge sharing

Poorer degree of learning & Poorer degree of learning & knowledge sharingknowledge sharing


San FranciscoSan Francisco

StockholmStockholm LondonLondon

BrusselsBrussels

HelsinkiHelsinki

MadridMadridCopenhagenCopenhagen

Islands of competenceIslands of competence

Rotated from Rotated from StockholmStockholm

©Robin.Teigland©[email protected]@hhs.seHinton 2007

What are communities of practice?What are communities of practice?


Examples of communities of practiceExamples of communities of practice

Hinton 2007


Challenges to knowledge databasesChallenges to knowledge databases

• Time consuming and difficultTime consuming and difficult– Takes times for writer to document experiencesTakes times for writer to document experiences– Takes time for reader to search through databases, Takes time for reader to search through databases,

information overloadinformation overload– Often weak incentives to contribute golden nuggetsOften weak incentives to contribute golden nuggets

• Difficult to understandDifficult to understand– Difficult for writer to explain context, tacit ->explicitDifficult for writer to explain context, tacit ->explicit– Difficult for reader to interpret experience and use Difficult for reader to interpret experience and use

in own situationin own situation• Data becomes out-of-date very quickly Data becomes out-of-date very quickly

– Difficult to maintain, especially in fast moving Difficult to maintain, especially in fast moving industriesindustries


• It turns out that …. the It turns out that …. the community ends up being not community ends up being not the secondary resource for the secondary resource for knowledge, but for the majority knowledge, but for the majority of participants …, it’s the of participants …, it’s the *primary* resource.*primary* resource.

Hinton 2007


From tacit to articulate knowledge From tacit to articulate knowledge

““We know more than we can tell.” We know more than we can tell.”

Michael Polanyi, 1966Michael Polanyi, 1966

TacitArticulated

High Low

MANUALHow to

play soccer

Codifiability


Knowledge is experience, Knowledge is experience, everything else is just information.everything else is just information.

-Albert Einstein-Albert Einstein


CPs are not teams or personal networksCPs are not teams or personal networks

-Obligation-Job requirement

-Value-Commitment

- FriendshipGlueGlue

-Planned-Actively discovered-Serendipitously discovered

Value Value CreationCreation

-Organize tasks-Meetings-Informal communications

-One-on-oneActivityActivity

-Assigned-Not voluntary-Defined boundary

-Mostly volunteers-Permeable boundary

-Friends & acquaintances-No boundary

MembersMembers

-Accomplish goal-Solve problems-Share info. & ideas-Expand knowledge

-Share information-Friendship

PurposePurpose

TeamTeamCommunityCommunityof Practiceof Practice

Personal Personal NetworkNetwork

McDermott 2001

©Robin.Teigland©[email protected]@hhs.se Hinton 2007Hinton 2007

Top-downTop-downCommand hierarchyCommand hierarchy

EmergentEmergentorganic networkorganic network

Communities Communities of practiceof practice


Role of communities of practice in organizations Role of communities of practice in organizations

• Create: Own & develop knowledgeCreate: Own & develop knowledge– Develop & manage good practiceDevelop & manage good practice– Build organizational competenceBuild organizational competence

• Organize: Develop & manage materialsOrganize: Develop & manage materials– Develop tools, guidelines, templates Develop tools, guidelines, templates – Manage databasesManage databases

• Disseminate: Connect people across boundariesDisseminate: Connect people across boundaries– Who knows what Who knows what – Home in changing organization & an uprooted Home in changing organization & an uprooted

societysociety• Embed: Share ideas & insightsEmbed: Share ideas & insights

– Share tacit, complex ideas & insightsShare tacit, complex ideas & insights– Help each other solve problems & find innovations Help each other solve problems & find innovations


HelpingHelping

Best-practiceBest-practice

InnovationInnovation

Knowledge Knowledge stewardingstewarding

Communities have different primary purposesCommunities have different primary purposes

AQPC 2000AQPC 2000


Organizations supporting communitiesOrganizations supporting communities

• Hewlett-Packard Hewlett-Packard • World BankWorld Bank• DaimlerChryslerDaimlerChrysler• Shell OilShell Oil• McKinsey & Co.McKinsey & Co.• British TelecomBritish Telecom• XeroxXerox

• British PetroleumBritish Petroleum• Ericsson Ericsson • SiemensSiemens• CapGeminiCapGemini• IBMIBM• SchlumbergerSchlumberger• European European

CommissionCommission

McDermott 2001


A variety of virtual communities at an IT firmA variety of virtual communities at an IT firm

KnowledgeKnowledgeNetworkingNetworking

Virtual community led by COOVirtual community led by COO

VP BDVP BDBusiness Concepts Business Concepts

VP SalesVP SalesIndustry Knowledge Industry Knowledge

HRHRCompetencies Competencies

COOCOOProcesses Processes & & MethodologyMethodology

WirelessWireless

BrandingBranding

IntranetIntranet

*Virtual communities led by Business *Virtual communities led by Business Concept responsibleConcept responsible*Functional reporting to VP BD*Functional reporting to VP BD

TravelTravel

AutomotiveAutomotiveFinanceFinance

*Virtual communities led by Industry Group *Virtual communities led by Industry Group responsibleresponsible*Functional reporting to VP Sales*Functional reporting to VP Sales

Proj MgrsProj Mgrs

TechnologyTechnology

DesignDesign

*Virtual communities led by *Virtual communities led by Competency Group responsible. Competency Group responsible. *Functional reporting to HR*Functional reporting to HR


Cap Gemini – NCN MS Electronic CommunityCap Gemini – NCN MS Electronic Community

• ObjectiveObjective– To provide programmers working with Microsoft To provide programmers working with Microsoft

products a forum to help each other solve problems products a forum to help each other solve problems • Organization Organization

– 345 programmers across Nordic countries345 programmers across Nordic countries• ActivitiesActivities

– Helping each other through posting questions and Helping each other through posting questions and responses on listserv nicknamed “L2A2L” (Learn to responses on listserv nicknamed “L2A2L” (Learn to ask to learn)ask to learn)

• Critical success factorsCritical success factors– ““Eldsjäl” – one who burned for community and Eldsjäl” – one who burned for community and

walked the talkwalked the talk– High level of reciprocityHigh level of reciprocity

Teigland & Wasko 2003


Communities of practice at EricssonCommunities of practice at Ericsson

CommunityCommunity Type and MembersType and Members ObjectivesObjectives CommunicatiCommunication channelon channel

eRelationshieRelationship Vodafonep Vodafone

-Inter-organizationalInter-organizational-1400 members in 10 1400 members in 10 countriescountries

-Use internet to design -Use internet to design joint e-business joint e-business platformplatform

-Virtual-Virtual

Competence Competence GroupsGroups

-Intra-organizational Intra-organizational -200 members in 14 200 members in 14 countriescountries

-Ensure sharing of best -Ensure sharing of best practices and practices and commonalitycommonality

- Primarily - Primarily face-to-face face-to-face

Ericsson Ericsson ForesightForesight

- Inter-organizational - Inter-organizational including universities, including universities, experts, & institutionsexperts, & institutions

- 600 with core of 40- 600 with core of 40

- Think tank on - Think tank on emerging trends in emerging trends in society, technology, & society, technology, & consumersconsumers

- Virtual and - Virtual and face-to-face face-to-face

Ericsson Ericsson System System Architect Architect Program, Program, ESAPESAP

- Intra-organizational - Intra-organizational - 20 members from 14 20 members from 14 countriescountries

-Facilitate inter-project Facilitate inter-project learning and learning and innovationinnovation-Retain key individuals Retain key individuals

Primarily Primarily face-to-face face-to-face

Magnusson & Davidsson 2004


Communities of practice cross all boundariesCommunities of practice cross all boundaries

CompanyCompanySuppliersSuppliers

CustomersCustomers

CompetitorsCompetitorsPartnersPartners

McDermott 2001McDermott 2001


External communities are growing in importance!External communities are growing in importance!

OnlineOnlinecommunitiescommunitiesSchoolmatesSchoolmates

AvatarsAvatars

Previous work Previous work colleaguescolleagues

Large portion of new ideas and formal collaboration relationships come from

external contacts

OrganizationOrganization

PhysicalPhysicalnetworksnetworks


Encourage an open innovation attitudeEncourage an open innovation attitude

Not all the smart people Not all the smart people work for us. We need to work for us. We need to work with smart people work with smart people inside and outside the inside and outside the

company.company.

The smart people in The smart people in our field work for us.our field work for us.

If you create the most If you create the most and the best ideas in and the best ideas in the industry, you will the industry, you will

win.win.

If you make the best If you make the best use of internal and use of internal and external ideas, you external ideas, you

will win.will win.

Closed attitudeClosed attitude Open attitudeOpen attitude

Chesborough 2003


The wisdom of crowds (Surowiecki 2004) The wisdom of crowds (Surowiecki 2004)

ClosedClosedExpensiveExpensiveComplexComplexAccurateAccurate

OpenOpenInexpensiveInexpensive

SimpleSimpleClose enoughClose enough

Hinton 2007


Crowdsourcing: Capturing the wisdom of crowdsCrowdsourcing: Capturing the wisdom of crowds

• What is it?What is it?– Customer participation in business and Customer participation in business and

business developmentbusiness development

• Why the interest?Why the interest?– ExperienceExperience– OwnershipOwnership– EngagementEngagement– LoyaltyLoyalty

Brayrie 2007Brayrie 2007


What can organizations do?What can organizations do?

InnovationInnovationProduct developmentProduct developmentContent generationContent generation

Decision makingDecision makingFundingFunding

Sales & marketingSales & marketingDistributionDistribution

Brayrie 2007Brayrie 2007


Innovations - www.innocentive.comInnovations - www.innocentive.com


Problem solutions - The Goldcorp ChallengeProblem solutions - The Goldcorp Challenge


Decision making & funding – My football clubDecision making & funding – My football club

Brayrie 2007


Product development - www.ideastorm.comProduct development - www.ideastorm.com

Brayrie 2007


Building the Dell communityBuilding the Dell community

Brayrie 2007


Communities of practice –Communities of practice –A driving force in crowdsourcingA driving force in crowdsourcing

• ParticipationParticipation• EngagementEngagement• CommitmentCommitment• OpennessOpenness• ConversationConversation• ConnectednessConnectedness


Communities of practice cannot be “managed”Communities of practice cannot be “managed”

• You cannot force a You cannot force a plant to grow by plant to grow by pulling its leavespulling its leaves

• You can, however, You can, however, create the create the conditions for it to conditions for it to growgrow

McDermott 2001


Think of a public park…..Think of a public park…..

If we all enjoy the If we all enjoy the park without park without

contributing to its contributing to its maintenance, then maintenance, then

there will be no there will be no park to enjoypark to enjoy


DefineDefine

Cultivating communities of practiceCultivating communities of practice

MotivateMotivate

ModerateModerate


Define the community of practiceDefine the community of practice

• Business relevanceBusiness relevance– Choose a topic that is Choose a topic that is value-addingvalue-adding for the for the

businessbusiness– Find common objectives across participantsFind common objectives across participants

• Personal passionPersonal passion– Focus on real, current problemsFocus on real, current problems– Find people who Find people who carecare about the topic about the topic

• Define focus and scopeDefine focus and scope– What is the What is the purposepurpose of the community? of the community?

McDermott 2001


Moderate the community of practiceModerate the community of practice

• Build human relationshipsBuild human relationships• Ensure an active coordinator – Ensure an active coordinator – This is crucial!This is crucial!• Develop an active core groupDevelop an active core group• Ensure time to participateEnsure time to participate• Combine virtual connections with face-to-face Combine virtual connections with face-to-face

eventsevents– Conferences, electronic conferences, discussion Conferences, electronic conferences, discussion

boardsboards

• Work the public & private community spaceWork the public & private community space

It’s all about relationships!McDermott 2001


OutsidersOutsiders

Ask questionsAsk questionsDon’t contributeDon’t contributeNot committedNot committed

PeripheralPeripheralContribute lessContribute lessNot committedNot committedEnjoy helpingEnjoy helping

4545

Community membership and rolesCommunity membership and roles

CoordinatorCoordinator““Eldsjäl”Eldsjäl”

ActiveActiveContribute lessContribute less

ChallengeChallengeEnjoy helpingEnjoy helping

Experts Experts High commitmentHigh commitmentContribute moreContribute more

ReputationReputation

Core GroupCore Group

Wasko & Teigland 2002Wasko & Teigland 2002


Building critical mass is crucialBuilding critical mass is crucial

It’s like going to the newest bar It’s like going to the newest bar in town - the music is great, the in town - the music is great, the drinks are cheap, the interior is drinks are cheap, the interior is cool…...but there’s no one cool…...but there’s no one there………..You gotta have there………..You gotta have critical mass to make it work!critical mass to make it work!

Teigland 2003


Ensure communication technology fits with Ensure communication technology fits with participants’ needs and abilitiesparticipants’ needs and abilities

• Use familiar technologyUse familiar technology• Integrate sharing technology with Integrate sharing technology with

everyday workeveryday work• Customize technology to fit the Customize technology to fit the

communitycommunity• Change functionality as community Change functionality as community

discovers what is valuablediscovers what is valuable

McDermott 2001


Two extreme communities of practiceTwo extreme communities of practice

Face-to-faceFace-to-face

VirtualVirtual


Public & private community spacePublic & private community space

Events: Meetings, Events: Meetings, website, teleconswebsite, telecons

Private SpacePrivate Space Person to personPerson to person

Private SpacePrivate Space Person to personPerson to person

~ 30% in the ~ 30% in the public spacepublic space

Public SpacePublic SpacePublic SpacePublic Space

McDermott 2001McDermott 2001


Communities are living thingsCommunities are living things

• Design from the insideDesign from the inside– Involve community leaders in designInvolve community leaders in design

• Design for different & fluid levels of Design for different & fluid levels of participationparticipation– Not all must participate to the same degreeNot all must participate to the same degree

• Design for evolutionDesign for evolution– Communities evolve in their own directionCommunities evolve in their own direction

• Maintain creative disequilibriumMaintain creative disequilibrium– Avoid too much management supportAvoid too much management support– Prevent competency trapsPrevent competency traps

McDermott 2001


DefineDefine

Cultivating communities of practiceCultivating communities of practice

MotivateMotivate

ModerateModerate


Build an understanding of this “new” Build an understanding of this “new” organizational formorganizational form

Old = organic, value-drivenOld = organic, value-driven

New = to understand dynamics of community New = to understand dynamics of community processes and to intentionally develop processes and to intentionally develop communitiescommunities

McDermott 2001

©Robin.Teigland©[email protected]@hhs.se 5353Wasko & Faraj 2000Wasko & Faraj 2000

Useful informationUseful informationSpecific answerSpecific answerPersonal gainPersonal gain

Why do people participate in a Community?Why do people participate in a Community?

Tangible Tangible returnsreturns

26%26%

Intangible Intangible returnsreturns

24%24%

Community Community interestinterest

50%50%

EnjoymentEnjoymentLearningLearning

ReputationReputation

Pro-social behaviorPro-social behaviorReciprocityReciprocity

Advancing the communityAdvancing the community


But remember people have dueling loyaltiesBut remember people have dueling loyalties

Loyalty

Loyalty

Loyalty

Loyalty

OrganizationOrganization CommunitiesCommunities


Align incentives with CPsAlign incentives with CPs

• Recognize and reward for collaborative Recognize and reward for collaborative behaviorbehavior – At individual, group, and organizational At individual, group, and organizational

levelslevels

• Show management commitmentShow management commitment

Status and Status and recognitionrecognition

ChallengeChallenge

SatisfactionSatisfaction

$$$$$$MonetaryMonetary


Value is always for Value is always for someone!someone!

Reward and broadcast resultsReward and broadcast results

• Reward Reward – Collect data & tell stories linking Collect data & tell stories linking

activities, knowledge assets, & valueactivities, knowledge assets, & value

• Broadcast resultsBroadcast results– User various means to communicate User various means to communicate

storiesstories


Critical failure factors for CPsCritical failure factors for CPs

• Community leaders inactive or lousy Community leaders inactive or lousy networkersnetworkers

• Scope too wideScope too wide

• Focus on standardizing work processesFocus on standardizing work processes

• Company leaders discourage participationCompany leaders discourage participation

• Build it, wait (pray) for them to comeBuild it, wait (pray) for them to come

– Build more empty librariesBuild more empty libraries

McDermott 2001


Interested in learning more?Interested in learning more?• Contact me atContact me at [email protected]@hhs.se• SourcesSources

Brayrie, 2007, http://www.slideshare.net/brayrie/crowdsourcingBrayrie, 2007, http://www.slideshare.net/brayrie/crowdsourcing Hinton, A. 2007. Hinton, A. 2007.

http://s3.amazonaws.com/ppt-download/architectures-for-http://s3.amazonaws.com/ppt-download/architectures-for-conversation-ii-what-communities-of-practice-can-mean-for-conversation-ii-what-communities-of-practice-can-mean-for-information-architecture-5733.pdfinformation-architecture-5733.pdf

Hustad, E. & Munkvold, E. 2005. IT-Supported Competence Hustad, E. & Munkvold, E. 2005. IT-Supported Competence Management: A Case Study at Ericsson. Management: A Case Study at Ericsson. ISM Journal.ISM Journal.

Magnusson, M. & Davidsson, N. Knowledge Networking at Ericsson: Magnusson, M. & Davidsson, N. Knowledge Networking at Ericsson: A Study of Knowledge Exchange and Communities of Knowing. A Study of Knowledge Exchange and Communities of Knowing. Chalmers Working Paper.Chalmers Working Paper.

McDermott, R. http://www.mcdermottconsulting.com/McDermott, R. http://www.mcdermottconsulting.com/ Wenger, E. http://www.ewenger.com/Wenger, E. http://www.ewenger.com/

• More by Robin atMore by Robin at www.knowledgenetworking.orgwww.knowledgenetworking.org Teigland, R. 2003, http://www.hhs.se/NR/rdonlyres/4165BDC8-Teigland, R. 2003, http://www.hhs.se/NR/rdonlyres/4165BDC8-

C42C-43CF-8EEF-57DCEB0939BC/0/C42C-43CF-8EEF-57DCEB0939BC/0/TeiglandthesisKnowledgeNetworking.pdfTeiglandthesisKnowledgeNetworking.pdf


AppendixAppendix


What about performance?What about performance?

Firm A

Highcreative

Low on-time

Highon-time Low

creative

Teigland 2003

Highcreative

Virtualcommunity

Firm B


The strength of weak tiesThe strength of weak ties

Network A’sknowledge Network D’s

knowledge

Network B’sknowledge

Network C’sknowledge

Granovetter 1973