Collective Action Through a ‘Communities of Practice’ Approach

Collective Action Through a ‘Communities of Practice’ Approach

Improving post-crisis recovery through agricultural researchImproving post-crisis recovery through agricultural research

Presented by Ravi Prabhu at the Workshop on Defining a Strategic

Agricultural Research Agenda on Post-Crisis/Post-Shock Recovery in Highly Stressed Systems, Nairobi, May 22-23, 2008

Presented by Ravi Prabhu at the Workshop on Defining a Strategic

Agricultural Research Agenda on Post-Crisis/Post-Shock Recovery in Highly Stressed Systems, Nairobi, May 22-23, 2008

OverviewOverview

Regional Plan Approach to Collective Action

Communities of Practice

Adapting and Operationalising

Conclusion

Regional Plan Approach to Collective Action

Communities of Practice

Adapting and Operationalising

Conclusion

Approach to Collective ActionApproach to Collective Action

Governance mechanisms should be designed in full consultation with all partners and should meet with the agreement of a large majority of the partners

Role of the Alliance Transaction costs need to be contained Bottom-up and distributed approach Implementation should be through flexible, transparent,

accountable mechanisms and clearly articulated terms of reference and performance criteria for the relevant individuals

Use of network cluster approach: bring partners and strategic allies together in a flexible arrangement that facilitates innovation.

Governance mechanisms should be designed in full consultation with all partners and should meet with the agreement of a large majority of the partners

Role of the Alliance Transaction costs need to be contained Bottom-up and distributed approach Implementation should be through flexible, transparent,

accountable mechanisms and clearly articulated terms of reference and performance criteria for the relevant individuals

Use of network cluster approach: bring partners and strategic allies together in a flexible arrangement that facilitates innovation.

Communities of PracticeCommunities of Practice

Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.

Etienne Wenger

Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.

Etienne Wenger

CharacteristicsCharacteristics

The domain: identity defined by a shared domain of interest. Membership implies a commitment to the domain, and a shared competence that distinguishes members

The community: members engage in joint activities and discussions, help each other, and share information. They build relationships that enable them to learn from each other. But do not necessarily work together on a daily basis.

The practice: develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems—in short a shared practice as opposed to ‘community of interest’.

The domain: identity defined by a shared domain of interest. Membership implies a commitment to the domain, and a shared competence that distinguishes members

The community: members engage in joint activities and discussions, help each other, and share information. They build relationships that enable them to learn from each other. But do not necessarily work together on a daily basis.

The practice: develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems—in short a shared practice as opposed to ‘community of interest’.

Enhancing capabilityEnhancing capability

Enable practitioners to take collective responsibility for managing the knowledge they need, as they are often in the best position to do this.

Create a direct link between learning and performance, as the same people participate in communities of practice and in ‘operational’ units.

Allows addressing the tacit and dynamic aspects of knowledge creation and sharing, as well as the more explicit aspects.

Not limited by formal structures: they create connections among people across organizational and geographic boundaries.

Enable practitioners to take collective responsibility for managing the knowledge they need, as they are often in the best position to do this.

Create a direct link between learning and performance, as the same people participate in communities of practice and in ‘operational’ units.

Allows addressing the tacit and dynamic aspects of knowledge creation and sharing, as well as the more explicit aspects.

Not limited by formal structures: they create connections among people across organizational and geographic boundaries.

Why CoP?Why CoP?

Short term value Long term value

Members Help with challenges

Access to expertise

Confidence

Meaningful work

Fun with colleagues

Personal development

Reputation

Professional identity

Network

Marketability

Organization Problem solving

Time saving

Knowledge sharing

Synergies

Reuse of resources

Strategic capabilities

Keeping abreast

Innovation

Retention of talents

New strategies

Critical success factorsCritical success factors

Community Organization

Domain that energizes group

Skillful and reputable coordinator

Involvement of experts

Address details of practice

Right rhythm and mix of activities

Strategic relevance of domain

Visible management sponsorship, but without micro-management

Dance of formal and informal structures

Adequate resources

Consistent attitude

Are Communities of Practice a suitable vehicle for our collective action?

If yes:

Does the concept need adaptation? Roles, success factors, etc.

If no:

Are there alternative ‘vehicles’ that are more suitable?

Are Communities of Practice a suitable vehicle for our collective action?

If yes:

Does the concept need adaptation? Roles, success factors, etc.

If no:

Are there alternative ‘vehicles’ that are more suitable?

Concluding questionsConcluding questions

Thank you for your attention!Thank you for your attention!