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I had, as Harold’s original model provided the basis for, separate groups for WorkTeams, Communities of Practice, and Social Networks. As a start, I wanted to go back and look at these elements and see if I could be more systematic about it. Within each were separate elements.
For one, those workteams can be at any level. There will be workteams at the level that the work gets done, but there’ll also be workteams at the management and even executive levels. Similarly, there are communities of practice at all these levels as well.
Employees would be tightly coupled to their workteams, and more loosely coupled to their communities of practice. Teams would be diverse and flexible, and group work would be the norm. Similarly social would play a much more central role, arguably our first recourse.
The reality is that what we did on the Work Literacy course or what I did for my Collaborative Learning Course could easily be supported by the various types of web parts within SharePoint. But in discussions there were often distinctions based on what the workteam or CoP expected.
There are three layers: workteams composed of members from different communities of practice, that are connected outward to broader social networks. At the workteam level, you want people to be able to communicate with one another effectively, and collaborate to find answers.
What that means is that we have to be providing tools for people to communicate, collaborate, create representations, access and analyze data, and more. We need to support ways for people to draw upon and contribute to their communities of practice from their workteams.
Increasing interest in building and managing learning communities as part of blended programmes. Supporting self-organized communities of practice, and developing new community skills of practice, is a key area of work. Supporting workteams. Little interest in this area of work.
The impact of technology, globalization, ubiquitous connectivity, remote work and distributed workteams, and economy of individuals to name a few drivers have changed the face of workplace learning and performance dramatically. Refer to Ross Dawson’s The Future of Work for a detailed overview.
Together with Clark Quinn , Harold has also identified some of the challenges and opportunities created by complexity and how they can be addressed through employing the Coherent Organization Framework to understand and unpick the interrelations between workteams, communities of practice and social networks; define the differences between collaboration (..)
The article describes The Coherent Organization , the Internet Time Alliance ‘s shorthand for a company where individuals are aligned with the organizational mission and information flows from outside in and back again in ways that accelerate work. The three of us believe that learning is work and work is learning.
In thinking a bit about the Future of Work, one of the issues is where to start. If we take the implications of the Coherent Organization to heart, we realize that the components include the workteams, the communities of practice (increasingly I think of it as a community of improvement ), and the broader network.
It means that an individual’s personal activity stream will consist of all their subscribed activity streams – from all their formal learning initiatives as well as from their workteams and communities too.
If you are immersed in technology mediated communication, there are no apparent barriers to membership of your community of practice. It is your virtual community. It is tribal because the global online community exhibits many of the characteristics of traditional, territorial tribal practice.
Social knowledge management consultant Harold Jarche suggests there are multiple layers, from collaborating in workteams, to collective learning in communities of practice, to cooperative learning with peers and friends in our networks (Figure 1). Leaders get better outcomes if they work with employees to create meaning.
Organizations and their people are members of many different types of networks, for example, communities of practice, the company social network, and close-knit collaborative workteams. Toni Yancey, a professor of health services at the University of California, Los Angeles. The Coherent Organization. Mortimer Adler.
I decided to take this on, thinking about an org that was already in operation, with it’s goals, processes, and practices, and what I might do if I were to come in and get it going (with the support of the executive team to do what I thought was right).
Harold’s PKM is a set of individually constructed processes to help each of us make sense of our world and work more efficiently. Continuously seeking, sense-making, and sharing become the process of work, not some activity on the side. This takes place on the local team level, in communities of practice, and on the internet at large.
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