Shaping Knowledge Strategy Through Community of Practice

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Shaping Knowledge Strategy Through Community of Practice

1. About the author

Etienne Wenger

Etienne Wenger, a recognized authority on the discipline, is a consultant and researcher, and the co-author of Cultivating communities of practice: a guide to managing knowledge (Harvard Business School Press, 2002) with R. McDermott and W. Snyder.

2. Summary

The utility of knowledge management has been debating for a long time. Knowledge is a strategic asset so it has to be managed like any critical assets of organization. In this article, the author argues that in the term "knowledge management", management is a doughnut with empty centre. Knowledge management, therefore, is primarily the business of those who actually make the dough – the practitioners. Unless you are able to involve practitioners actively in the process, your ability to truly manage knowledge assets is going to remain seriously limited. The article proposes fundamental principles for effectively managing knowledge. The doughnut model of knowledge management is the key issue to be discussed in this article.

3. Key points

3.1 Principles of knowledge management

- Practitioners, the people who use knowledge in their activities, are in the best position to manage this knowledge. Since knowledge of any field is too complex for any individual to cover, community of practice, which are social structures that focus on knowledge and explicitly enable the management of knowledge to be placed in the hands of practitioners, comes to play a critical role.

- Communities of practice are groups of people who share a passion for something that they know how to do, and who interact regularly in order to learn how to do it better. They, therefore, are the cornerstones of knowledge management. From this perspective, the role of professional "manager" is not to manage knowledge directly, but to enable practitioners to do so.

- Communities of practice manage their knowledge. If you had enough knowledge to micro-manage communities of practice, you would not need them. In contrary, communities of practice need to be in dialogue with executives in the organization, other communities of practice, and experts outside the organization.

- No community can fully manage the learning of another, but no community can fully manage its own learning.

3.2 Three elements of a community of practice

- Domain: the area of knowledge that brings the community together, gives it identity, and defines the key issues that members need to address.

- Community: it is the group of people for whom the domain is relevant, the quality of the relationships among members, and the definition of the boundary between the inside and the outside.

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