GoogleTranslate Service

Critical success factors for the implementation of communities of practice

August 2nd, 2007 by Graham Attwell

I think this is rather good. Although it is entitled ” Implementation guidelines for Communities Of Practice within the hospitality sector”, it has much wider applicability and interest. It has been produced by Marcel van Holstein from the Horeca Branche Instituut in the Netherlands as part of the European Work and Learning Together project. I am evaluator of the project but to my shame did not know about the wiki until I interviewed Marcel by telephone this afternoon. Below I list Marcel’s critical success factors But do look at the rest of the wiki.

I certainly concur when he says:

“Setting up a virtual COP takes time. This is especially the case when the virtual COP is not added as a tool to an already functioning COP. In that case building trust and commitment and letting the identity of the COP emerge is a gradual time consuming process.”

Marcel would very much like feedback so please so send him your comments.

“Critical success factors for the implementation of communities of practice

The success of a community of practice depends, to a large extent, on participants of the community, because of the voluntary participation, self determination and practical relevance for the individual or organization. These aspects can be cultivated best, when the following critical success factors are taken into account:

1. It is important not to apply very specific and narrow criteria with respect to what constitutes a COP and to when a COP is successful. Communities are intrinsically hard to define, because they are not by nature clearly bounded.

2. Participants of a community of practice have to experience the relevance and perceive the goal(s) of the community as useful. They will have to be able to identify themselves with it, to become “owner” of the community and enthusiastic about it.

3. Participants of community of practice have to be convinced of the fact that continuously improving and learning (new) competences leads to an improvement of job performance.

4. To realize this within the community there needs to be commitment and mutual trust. Participants have to experience their participation is valued by other participants. In most cases because of the knowledge they bring to the community but also because of their way of working and communicating.

5. The initiator of a COP will have to be prepared to give a considerable freedom to the participants.

6. Participants need to have well developed social skills. Working together within and outside the community will lead faster to new knowledge, insight and solutions compared to trying to solve problems alone.

7. Especially in the start up phase, a lot of attention will have to be paid to community building by community participants themselves.

8. Conflicts have to be dealt with in a timely and respectful manner. The solution of a conflict is not seen as a victory or loss or individual participants but rather as a learning opportunity for the community as a whole.

9. Dialogue has to take place. Conclusions have to be drawn in a collaborative way. Opinions of all participants should be respected. Conclusions should not be imposed by the moderator.

10. Participants should experience the community as a safe environment in which they can express their opinions and positions without fear, feel free to ask questions and free to explore non-conformist solutions and creative ideas.

11. Participants experience commitment and support from the management of the organization (if applicable)

12. Participants experience their participation as contributing to their personal growth. Bottom line is that participants experience that, based on the gained knowledge, their performance on the job in the hotel, restaurant, guesthouse, etc. where they work has increased.

13. Participants experience the added value of the fact that the community is of a multidisciplinary nature and consists of participants from different hierarchical layers of the organization.

14. Because the COP works to a large extent virtually, the community will need to be supported by a well-functioning collaborative working tool, which allows extending the range of functionalities as a community becomes more developed.

15. The management of the organization (if applicable) has to understand and actively support the strategic importance of the COP but should not be directly involved in its daily operation or setting the goals of the COP. The management has to accept and trust the community as a “self-steering” unit.”

Technorati Tags:

Participants of a community of practice have to experience the relevance and perceive the goal(s) of the community as useful

Please follow and like us:

Comments are closed.

  • Search

    Social Media

    News Bites

    Cyborg patented?

    Forbes reports that Microsoft has obtained a patent for a “conversational chatbot of a specific person” created from images, recordings, participation in social networks, emails, letters, etc., coupled with the possible generation of a 2D or 3D model of the person.

    Please follow and like us:

    Racial bias in algorithms

    From the UK Open Data Institute’s Week in Data newsletter

    This week, Twitter apologised for racial bias within its image-cropping algorithm. The feature is designed to automatically crop images to highlight focal points – including faces. But, Twitter users discovered that, in practice, white faces were focused on, and black faces were cropped out. And, Twitter isn’t the only platform struggling with its algorithm – YouTube has also announced plans to bring back higher levels of human moderation for removing content, after its AI-centred approach resulted in over-censorship, with videos being removed at far higher rates than with human moderators.

    Please follow and like us:

    Gap between rich and poor university students widest for 12 years

    Via The Canary.

    The gap between poor students and their more affluent peers attending university has widened to its largest point for 12 years, according to data published by the Department for Education (DfE).

    Better-off pupils are significantly more likely to go to university than their more disadvantaged peers. And the gap between the two groups – 18.8 percentage points – is the widest it’s been since 2006/07.

    The latest statistics show that 26.3% of pupils eligible for FSMs went on to university in 2018/19, compared with 45.1% of those who did not receive free meals. Only 12.7% of white British males who were eligible for FSMs went to university by the age of 19. The progression rate has fallen slightly for the first time since 2011/12, according to the DfE analysis.

    Please follow and like us:

    Quality Training

    From Raconteur. A recent report by global learning consultancy Kineo examined the learning intentions of 8,000 employees across 13 different industries. It found a huge gap between the quality of training offered and the needs of employees. Of those surveyed, 85 per cent said they , with only 16 per cent of employees finding the learning programmes offered by their employers effective.

    Please follow and like us:

    Other Pontydysgu Spaces

    • Pontydysgu on the Web

      Our Wikispace for teaching and learning
      Sounds of the Bazaar Radio LIVE
      Join our Sounds of the Bazaar Facebook goup. Just click on the logo above.

      We will be at Online Educa Berlin 2015. See the info above. The stream URL to play in your application is Stream URL or go to our new stream webpage here SoB Stream Page.

      Please follow and like us:
  • Twitter

  • Recent Posts

  • Archives

  • Meta

  • Categories