The impact communities of practice (CoPs) make can be understood in several different ways, depending on which theoretical perspective is used. For example, CoPs have been studied from a learning-theory perspective, from organizational development theory, and from a small-group theory. To understand the effects of participating in a CoP on individuals, groups or the organization in which they function, we could use traditional learning theory, organizational learning theory, information-processing theory or small-group process theory, etc. Or we could look at the internal processes of CoPs; the output they generate, or employ a synthesized view. CoPs can also be seen as impacting different actors in the organization in which they operate; individuals, groups or the whole organization. This means, for example, that we could look at CoPs from an organizational learning perspective to see how CoPs impact strategy development or renewal. At the level of the group, we could look at how CoPs lead to increased group performance and how that in turn leads to a higher output of knowledge products. And as learning is one of the key processes in a CoP, an important aspect of we need to study is how the individual learns, as well as what the individual learns. The complexity of impact a CoP can have on the diverse actors requires a pluralistic and multiperspective approach. However, a review of the literature showed no comprehensive model that neither integrates these different levels of impact nor employs multiple theoretical perspectives. Furthermore, most models of measurement or assessment use traditional types of output measurement, such as ROI, or anecdotal evidence that the CoP has improved organizational capability. Much like any human resource development initiative – which is the perspective of CoPs we take in this paper – there has been no real attempt to develop measures for assessing impact. We try to fill this gap by presenting a comprehensive, multidisciplinary, conceptual model that approaches measuring certain aspects a CoP has on individuals, groups and organizations.
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In this chapter I would like to introduce the knowledge management concept known as communities of practice (CoPs) and show a direct link between CoPs and human resource development (HRD). CoPs are a proven way to effectively manage knowledge as well as promote organizational learning, so it is a logical step to aim HRD initiatives towards developing and supporting them. It is my experience that both the vision and operational goals of an organization’s HR department is exceptionally crucial in designing and supporting a learning organization and that CoPs are one strategy to achieving these goals. The set up of the chapter is as follows; in this section I present some of the advantages that communities can have for the organization and the individual. Then I give an introduction to what CoPs actually are and how they function, followed by a discussion of the link between HRD, CoPs and organizational learning. In section four I look at what kind of support CoPs need in order to thrive and in section five, I expand these concepts to include global communities. The following section looks at how technology enables CoPs – both local and global – and describes general guidelines for deciding which technology is appropriate for facilitating communities. My closing remarks consider the increasing role of Cops in HRM as well as some of their possible down-sides.
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Communities of Practice (CoPs) are social learning systems that can be, to a certain extent, designed. Wenger (1998) proposes the following paradox; “ no community can fully design the learning of another, but at the same time, no community can fully design its own learning” (p:234). My interpretation of Wenger’s statement is that learning environments such as CoPs need to be facilitated in their learning processes, but not their specific design. Approaching CoPs this way allows for the design of interventions that facilitate learning processes within a CoP rather than regulate them. However, empirical studies on facilitating internal processes of CoPs are sparse – most work is anecdotal. This means that one needs to look to other fields for guidance in order to discover how to facilitate CoPs in their learning. This paper describes part of a larger research project that asks the question whether communities of practice can be instituted in higher professional educational organizations as an effective method to facilitate participant learning (professional development) and stimulate new knowledge creation in the service of the organization. Using a more pragmatic approach to cultivating CoPs (Ropes, 2007) opens the possibility to use different theoretical perspectives in order to find and ground interventions that can facilitate learning in CoPs and which are typically used in organizational development trajectories based on learning (de Caluwe & Vermaak, 2002). In this paper I look at how theories of human resource development, workplace learning and social constructivism conceptualize learning and what type of environments promote this. I then map out community of practice theory along these fields in order to come to a synthesized conceptual framework, which I will use to help understand what specific interventions can be used for designing CoPs. Finally I propose several interventions based on the work done here. The main question I consider here can be formulated as follows; ‘what insight can Human Resource Development theories, Workplace Learning theories and Social Constructivist learning theory give in order to design interventions that facilitate internal processes of communities of practice?’
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This paper proposes a framework for designing human resource development interventions that facilitate change in professional organizations through promoting learning at the individual and group level. The framework proposed is based on a theory of organizational learning developed by Etienne Wenger (Wenger, 1998) that proposes learning takes place in the context of communities of practice. Communities of practices (CoPs) are groups of professionals that come together in order to build knowledge and practice in their specific field (Wenger, McDermott & Snyder, 2002). At first glance CoPs might appear to be like other, more traditional groups found in organizations, but this is misleading (Bood & Coenders, 2004; Wenger, McDermott, & Snyder, 2002). The major differences between traditional groups and CoPs are that the latter are self-organizing and self-governing (Dekkers et al., 2005; Saint-Onge & Wallace, 2003). In the private sector, CoPs are recognized as an exceptional human resource development (HRD) method for organizations wishing to stimulate learning, promote innovation and facilitate change processes among its employees (Davenport & Prusak, 1998). In this paper I lay the theoretical groundwork for developing CoPs generally, using the case of higher educational organizations as an example where they could be initiated. In order to design these interventions, I propose a model that employs a multi-disciplinary, theoretical approach that bridges the context of the public and private sectors. Furthermore, I report on some preliminary observations of two communities of practice; one that formed during a HRD project specifically centered on communities of practice, and one that was formed as a result of an organization-wide initiative to stimulate employee empowerment during a merger.
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Communities of practice (CoPs) impact different actors in different ways. Because using a singular approach would not do justice to the complexity that surrounds CoPs, a multi-disciplinary and pluralistic approach is used here to develop a model for measuring the impact CoPs may have on individuals, groups and the organisations in which they are situated. A review of the literature showed no such comprehensive model. In fact, empirical work on CoPs, in general, is scarce and evaluations of them are underdeveloped. Most assessments are look at process alone, or try to link output to anecdotal evidence. I try to fill this gap by presenting a multi-disciplinary conceptual model that approaches measuring certain types of impact a CoP has on individuals and groups that are functioning as CoPs. I also make a theoretical link to how CoPs may contribute to organisational capability.
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Advances in information and communication technologies (ICTs) as well as modern pedagogical perspectives have created new possibilities to facilitate and support learning in higher education (HE). Emerging technologies bring opportunities to reconsider teaching and learning. New ideas and concepts about the educational use of new technologies transform the roles of teachers. In this context the key question of this study is: whether learning as part of a (virtual) community of practice supports teachers' technology professional development. Different learning alternatives such as distance learning, workplace learning as well as blended forms of learning will enhance lifelong learning which forces a rethinking of traditional forms of education. However, most institutions for education foster just-in-case learning while new technologies foster just-in-time learning. As a result of new learning perspectives and the potential pedagogical benefits of ICTs in educational contexts, teachers have to learn how to integrate new technologies in teaching and learning. It is recommended that teacher professional development should be situated in multiple learning settings in which learning is teacher-centred. Next to classroom settings and cross-institutional learning communities, virtual learning communities (VCoPs) are a significant source for learning. There is an overlap between the educational values of interned-based learning and social theories of learning such as Lave & Wenger's situated learning theory and Wenger's theory of communities of practice. Drawing upon these theories, offers a perspective on social learning that emphasizes social processes within (V)CoPs where community participants engage in collective learning and knowledge creation. The data discussed in this paper have been drawn from a cross institutional setting at Fontys University of Applied Sciences, The Netherlands. The data were collected and analysed according to a qualitative approach. The paper concludes that VCoPs are learning environments since these network-based learning communities push learners to take more control of their learning and provide tasks which are more contextualised and meaningful.
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Communities of practice (CoPs) are presented in literature as an efficient tool for creating and sharing knowledge among professionals. In order to learn more about CoPs, four CoPs within Hanze University Groningen, the Netherlands, were studied. Hanze University offers degree courses at the bachelor level. This research project investigates the functioning of CoPs by way of action research. Three questions are answered: How do CoPs work; what are the success factors? What are the success factors of CoPs in Higher Education as compared to those from literature? Can working as a CoP be taught, and if so, how should we go about this? The results are translated into an educational model for teaching and learning about CoPs, with the conclusion that teaching and learning about CoPs helps to start and nurture CoPs in an educational institution.
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‘The fear of crime’ is “upon everybody’s tongue” nowadays (Farrall & Gadd 2004:1). The concept is widely accepted as social problem across the globe (Gray, Jackson & Farrall 2008, Garland 2001) as it is held to impinge ‘(…) upon the well-being of a large proportion of the population’ (Farralll et al. 1997:658). But do we actually have a valid picture of a genuine ‘social problem of striking dimensions’ (Ditton 1999:83)? Critical voices say we don’t. ‘The fear of crime’ - as we generally know it - is seen by them as ‘(…) a product of the way it has been researched rather than the way it is’ (Farrall et al. 1997:658). And still, 45 years after the start of research, ‘surprisingly little can be said conclusively about the fear of crime‘ (Ditton & Farrall 2000:xxi). This research contributes to a growing body of knowledge - from especially the last fifteen years - that treats ‘the fear of crime’ as ‘(…) a complex allocation of interacting feelings, perceptions, emotions, values and judgments on the personal as well as the societal level’ (Pleysier 2010:43). One often replicated and paradoxical observation catches the eye: citizens perceive a growing threat of crime to their society, but consequently perceive a low risk that they themselves will fall victim of crime. Taking a social psychological approach (e.g. see Farrall et al. 2000; Jackson 2008), we will search for suitable explanations for this paradoxical observation in the fear of crime’s research tradition. The aim of this research is ‘to integrate social psychological concepts related to the individual’s identity and evaluation of his position in an increasingly complex society, to enhance our understanding of the fear of crime concept’ (Pleysier & Cops 2016:3).
MULTIFILE
In this Action planning document, the main objectives that are present from the overall KA COP4HL perspective to the local COPs are described. At the level of the local level of the COP the shared objective, which came out of the needs analysis process, are described per COP.In COP Groningen, the shared objective/goal will be: “stimulating a Healthy environment (physical & social) with focus on physical activity”. COP Malaga had three potential shared objectives but after a shared decision making procedure the unanimously decision was towards: “developing, implementing and evaluatingoutdoor fitness”. COP Odense will elaborate on an intermediary approach with the focus on the: “further develop and educate professionals who work on stimulating physical activity in community dwelling older adult”’.COP Kaunas defined the following shared objective: “to provide opportunities for primary school children and Kaunas district community members older than 50 more opportunities for exercising and physical activity”. COP Cascais will contribute the goal to: “develop, organize for and together with the stakeholders and end users (youngsters from 12-24 years old) activities focused on healthy lifestyle (e.g., healthy cooking workshops, parent-child physical activities etc.) embedded in approach GERAÇÃO S+ “.The next phase, after the decision on the shared objective of the COPs, is the action planning for the further COP development. A total of 7 steps are described.
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The field of higher professional educational in the Netherlands is undergoing drastic structural changes. Organizational-wide mergers are commonplace and are often followed by development of new curricula. Furthermore, this is often accompanied by the implementation of a completely new educational concept as well. These structural changes in the educational system require that teachers adapt their current teaching practices, along with working on gaining new competences associated with working in a changing organization. This paper presents a short background of communities of practice in higher education, followed by a report on the first impressions from an experiment in which a bottom-up style of change management has been implemented through the use of a community of practice. A community of practice (CoP) is a powerful knowledge management tool that brings people from a similar domain together in order to solve complex problems, deal with a changing organization and build knowledge around a specific practice. Inholland decided to implement a CoP for the international faculty in order for the members to better cope with the major curricula and didactic changes currently being implemented there. Concepts such as change, organizational sense making and teacher professionalization
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