Cultivating communities of practice at International Labour Organization
-
Upload
flavio-fabiani -
Category
Business
-
view
304 -
download
2
description
Transcript of Cultivating communities of practice at International Labour Organization
![Page 1: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/1.jpg)
Cultivating Communities of Practiceat International Labour OrganizationITCILO – Torino 14.11.2013
Flavio Fabiani – [email protected]
![Page 2: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/2.jpg)
ILO ACIs – complex and interwoven subjects
No matter how you define or describe your areas of critical importance, there can be little doubt that it are a complex and interwoven subjects
![Page 3: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/3.jpg)
![Page 4: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/4.jpg)
Everybody says, we need to collaborate more to be able to handle highly complex, dynamic systems
But what we keep saying does not necessarily happen and indeed it didn’t happen in the past in many cases
![Page 5: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/5.jpg)
How to develop a collaboration network?
![Page 6: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/6.jpg)
System thinking can be a strong collaboration framework to foster co-creation in the organizations
![Page 7: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/7.jpg)
To achieve system thinking we need to shift the systems where we are: i.e. transform the relations among players in those systems
When we meet we need to use time as precious resource, not just looking PowerPoint presentation.
![Page 8: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/8.jpg)
We should engage in conversations: it is not easy to come all together and meet in person nowadays so we need to use this time to know each other and mutually understand us
![Page 9: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/9.jpg)
Having reflective conversations is an essential condition to transform the relations in the system and a great opportunity to build trust
We all know that when there is no trust in teams they don’t work, the same happen in larger networked virtual teams
![Page 10: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/10.jpg)
What all these images have in common?
VULNERABILITY
MUTUALITY
![Page 11: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/11.jpg)
Misconception of vulnerabilityThe journey of building trust is never ending and requires openness and disclosure.
Vulnerability is the soil nutrient, here human beings grow trusting relationships and here is where we have problems
We cannot manufacture mutuality we need to grow it through a different quality of the conversations, where people can talk honestly to each other and ask for help.
![Page 12: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/12.jpg)
you don’t build a collaboration network from a bunch of people who don’t need each other, do you?
When people from different organizations get together they put on this good faces and start talking about the great things they do:
everybody goes in sales mode
![Page 13: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/13.jpg)
So first thing we could do is engage ourselves in reflective conversations to mutually understand each other, avoiding to go in sales mode
During this conversations we should talk also about our difficulties in order to start supporting each other (mutuality)
If we do this honestly we build trust which is a conditio sine qua non for effective collaboration
while going through this process we should continually be looking for opportunities where people can collectively start to see the larger system
1TR
ANSF
OR
MIN
G T
HE
REL
ATIO
NS
2
![Page 14: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/14.jpg)
What motivates people at the very beginning is to see
that there really is a larger system and they are all part of this larger drama
(sensing the system)
People from different institutional perspectives travel together and physically go and see a part of the system
![Page 15: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/15.jpg)
After sensing the system a good practice is to develop a map to understand how the different pieces fit together
![Page 16: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/16.jpg)
![Page 17: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/17.jpg)
So first thing we need to do is engage ourselves in reflective conversations to mutually understand each other, avoiding to go in sales mode
During this conversations we should talk also about our difficulties in order to mutually support each other
If we do this honestly we build trust which is a conditio sine qua non for effective collaboration
while going throgh this process we should continually looking for opportunities where people can collectively start to see the larger system
1TR
AN
SFO
RM
ING
TH
E R
ELAT
ION
S
2
![Page 18: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/18.jpg)
collectively start to see the larger system.
learning journeys: people from different institutional perspectives travel together and physically go and see a part of the system
collective system mapping helps to identify the main overall objective of the networked team and what is critical to achieve it
co-create by genuinely share visions, which is usually happening well down the road
2SE
NSI
NG
TH
E SY
STEM
3
![Page 19: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/19.jpg)
Case: Re-amp
![Page 20: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/20.jpg)
Case: Sustainable Food Lab
![Page 21: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/21.jpg)
role playing
![Page 22: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/22.jpg)
Vision clarification exercise
Phase 1: 5 minsA is standing and voices, undisturbed, his vision to B/C/D
B listen to the content (is it clear?)
C listen to the feelings expressed (is it touching?)
D listen to the direction of the will (has it concrete steps?)
Phase 2: max 10 minsAfter 5 mins B,C,D talk about A’s vision presentation
A listen and takes notes during the group discussion of B, C and D
B/C/D give A tips on how it can be done better (3 tips thinking, feeling willing)
Phase 3: max 5 minA gives a second presentation based on the tips
B,C,D tell A what impact it had on them now
thinking
feeling
willing
![Page 23: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/23.jpg)
The core principle underlying the transformation towards a co-creation strategy aiming at generating a co-creative mutual value is:
engaging people to create valuable experiences together while enhancing network economics
![Page 24: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/24.jpg)
NETWORK RELATIONSHIPS
ENTERPRISEORGANIZATION
expanding
stakeholders
relationships
in our
ecosystem
INTERACTIONSINDIVIDUALS
expanding
the scope and
the scale of
interactions among
people who are
part of our
ecosystem
EXPERIENCE MIND-SET
expanding the space of
valuable
experience
ENGAGEMENTPLATFORMS
expanding
the linkages among
our co-creation platform
and the other engagement platforms
used in our ecosystem
increases efficiency by cutting costs• reduce marketing budget necessary to
launch products / services • avoiding launch of products / services not
valued by the customers
reduces business risks • by increasing insights generation• by pre-testing investments
It lower employees turnover
It expands market opportunities
enhance enterprises strategic capital
allows individuals to gain new experience of value
decreases risks and cost for individuals
![Page 25: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/25.jpg)
Designing processesTraditional representations of a business process is a left-to-right arrow where successive process owners optimize their process steps in order to deliver the best value to the next operator in the value chain
The traditional approach to business process design start with the definition of the process and attempt to deliver efficiently and predictably.
Continuous improvements methodologies (e.g. six sigma) are important in this scenario and parameters like cycle time reduction, cost reduction, minimization of output variations are important.
![Page 26: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/26.jpg)
Designing for stakeholders‘ interaction/engagement
If we start looking at operations with a co-creation approach in mind, soon we realize that the difference of process owner and process customer is irrelevant
Business processes shouldn’t only be driven by the process owner (left-to-right) but also by the process customers (right-to-left)
Process customers (individuals) don’t want their needs to be frozen at the beginning of the process design investigation, they want a real time adaptation of their process needs.Process customers empowered by technology want to engage in the process on their terms and require that the organization adapt the contexts every time they interact
Process design focus is therefore not only on the desired outcome, but more and more on the platform of interaction and engagement that will allow process owners and process customers to come together in each new interaction context
INDIVIDUALS
![Page 27: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/27.jpg)
Why should we be limited by the intra-team competencies?co-creation platforms could provide access to greater competencies through a well-developed global resource base
Within organization, one big challenge is to push managers out of their comfort zones and into the zone of new opportunities
![Page 28: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/28.jpg)
![Page 29: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/29.jpg)
Push managers out of their comfort zoneOver the decade, the Internet and other engagement platforms where stakeholders from around the world can interact to contribute their insights and experience to the design of products and services are changing the economics of innovation.
Committed process customers / consumers want to influence how they will be served and therefore want to be involved in the activities typically thought of as internal to the organization, such as access to resources and the value creation process.
Thus the process of value creation shifts away from a firm-and-product-centric approach to a stakeholding-individual and experience-based-competence perspective.
The game changer is that the sources of competence available to managers now have expanded to include the collective intelligence
![Page 30: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/30.jpg)
Engage and discover
Advances in information access and connectivity through the application of network technology, exponentially increase a corporation’s ability to utilize the skills, interests and knowledge of customers as resources.
Managers should be considered any employee, at any level, who has the ability to directly influence the consumer experience and facilitate co-creation.
To do this, companies need to build IT flexible infrastructures so that line managers throughout the organization can access and activate the right resources and knowledge at the right time.
IT systems must also be more “event-based” so that all line managers are constantly tuned into context-rich customer information.
![Page 31: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/31.jpg)
user journey through the co-creation design
![Page 32: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/32.jpg)
user journey through the co-creation design
![Page 33: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/33.jpg)
![Page 34: Cultivating communities of practice at International Labour Organization](https://reader034.fdocuments.us/reader034/viewer/2022042613/547cfbbdb4af9faa158b52d7/html5/thumbnails/34.jpg)