Organizational Development for Knowledge Management at Water ...

Community of Practice
A group of individuals who work in a common area of knowledge.
Supports: knowledge sharing, learning, knowledge retention
LEVEL OF EFFORT
SIZE OF UTILITY
SCOPE OF WORK
HIGH
MED-LARGE*
WIDE
*ALSO EFFECTIVE VEHICLE FOR CROSS-UTILITY COLLABORATION
One of the core tools for continuous knowledge sharing across functional areas in an
organization is the community of practice (CoP). Comprised of a network of people who work
(practice) in a common field with similar goals and purpose, a CoP communicates virtually to
share and learn from other experiences, insights, best practices and lessons learned. Since
CoPs are defined by knowledge within a specific domain, they align the organization around
competencies without reverting to functional structures. As community members interact and
new knowledge emerges, the agenda of the CoP evolves.
While communities are supported by technology and are largely virtual, their social dynamic
play a much larger role than technology. They are managed by making connections, dialoguing
and building relationships based on trust and mutual interests. The focus is on value added,
mutual exchange, sharing and continuous learning.
CoP members are often brainstorming and seeking solutions to specific issues and problems
forwarded by community members. When this occurs there is a sense of urgency that
stimulates the exchange and surfaces new ideas. Thus, participation in and reliance on CoPs
increases over time, with CoPs often becoming the primary source of learning and knowledge—
and a continuing source of energy—for community members.
The Federal Aviation Administration Guide to Virtual CoPs is a guide to promote the
understanding of basic concepts relating to the creation of nurturing environments for the
support of knowledge communities. The Department of Navy’s ABC’s for CoP Quick Start
provides a roadmap for community start-up from concept to reality. The steps of the Quick Start
process support the following outcomes:
Community identity, including name, knowledge domain, type of community, and
organizational fit
The CoP's value, including purpose and how the CoP will help with the Utility's mission
and goals, and generally how the CoP will meet member needs.
Initial direction for community type and organization fit
A clear understanding of the community roles and responsibilities
A Core Group planning meeting
An Initial Community Workshop
A foundation for community activities
An approach for establishing a collaborative work environment
Assessment of community progress
Initial input to a Community Experience Locator
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