Cultivating Communities of Practice

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Communities of practice come together around common interests and expertise- whether they consist of first-line managers or customer service representatives, neurosurgeons or software programmers, city managers or home-improvement amateurs. They create, share, and apply knowledge within and across the boundaries of teams, business units, and even entire companies-providing a concrete path toward creating a true knowledge organization.

In Cultivating Communities of Practice, Etienne Wenger, Richard McDermott, and William M. Snyder argue that while communities form naturally, organizations need to become more proactive and systematic about developing and integrating them into their strategy. This book provides practical models and methods for stewarding these communities to reach their full potential-without squelching the inner drive that makes them so valuable.

Through in-depth cases from firms such as DaimlerChrysler, McKinsey & Company, Shell, and the World Bank, the authors demonstrate how communities of practice can be leveraged to drive overall company strategy, generate new business opportunities, tie personal development to corporate goals, transfer best practices, and recruit and retain top talent. They define the unique features of these communities and outline principles for nurturing their essential elements. They provide guidelines to support communities of practice through their major stages of development, address the potential downsides of communities, and discuss the specific challenges of distributed communities. And they show how to recognize the value created by communities of practice and how to build a corporate knowledge strategy around them.

Essential reading for any leader in today's knowledge economy, this is the definitive guide to developing communities of practice for the benefit-and long-term success-of organizations and the individuals who work in them.

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Stallman), and the open source movement (which was a combined commercial/community symbiosis, see Open Sources: Voices from the Open Source Revolution (O'Reilly Open Source)) are defining examples of the cultivation of communities of practice at the billion dollar level in 2002 (and now well past $10B today). Granted the book was published in 2002, but by that time:* Netscape started the open source Mozilla project (1998)* Red Hat went public on NASDAQ, using a community-based R&D model (1999)* IBM committed to invest $1B into Linux (2000)* Amazon.com reported its first-ever profit, attributed in part to its use of Linux (2001)One possible explanation for this omission is that the authors wanted to leave technology (and thus technology-mediated practices) entirely out of their discussions. But the fact remains that the free software community, which was started explicitly as a community first (Free Software, Free Society: Selected Essays of Richard M. I ordered this book on a co-workers "you need to drop everything you are doing and read this book" recommendation, and I must confess, it was immediately useful the day after I read it (and still two weeks later, after I've had a chance to share its insights with hundreds of people). Such an omission makes me very ambivalent about recommending this book to the communities I work within.Hopefully the authors will see fit to release a revised and updated version, one which maintains its neutral and yet insightful perspective, while also giving some much-deserved attention to both the free and open source software communities as well as the ways in which those communities have enabled other communities to operate (using the World Wide Web, Wikis, and other open source technologies). I especially appreciated that the authors did not go overboard (as so many business authors do) and try to redefine absolutely everything in terms of their particular insight. And indeed I have found myself recommending it, despite numerous limitations.The strongest and most important contribution this book makes is to first define a robust definition of community and community practice within the command-and-control corporate hierarchy. Their restraint makes the first two chapters a very safe "if you care the least bit about this subject, you need to get grounded in these two chapters *now*".The most glaring omission of this book is that there is no discussion whatsoever about free/open source software.

Including all stakeholders is so very pertinent. Great book on utilizing principles of Community Development in managing an organization.

This gives a distinctly realistic edge to their methodical book. They illustrate their claims with numerous examples. Etienne Wenger, Richard McDermott and William M. The authors work through the definitions, core components and guiding principles of these communities, and describe how they fit within existing formal structures. getAbstract advocates this solid introduction to communities of practice to two groups of readers: anyone interested in knowledge management and anyone interested in community development, including organizational culture. Snyder have written an exceptionally clear and honest book. While they obviously are deeply committed to communities of practice and exuberant in embracing the concept - particularly in the realm of knowledge management - they also have observed enough of these communities to see how they can fail to crystallize, can go bad or can survive but never gain recognition.

The first five chapters are about just about COP and the last five chapters are about COP related to other topics.The first two chapter are introduction chapters which talk about what COP is and what their value is to the organization. Chapter ten tries to predict the future of COP. The examples also changed and most related to McKinskey.Chapter nine is the typical "change" chapter of business books and describes the stages for implementing COP in organizations. A COP related to a domain, creates or has a community and owns a set of practices within that domain. Chapter six talks about distributes COP. It also does a good job in separating COP from other communities.

Though I felt chapter ten just miserably failed and it even seemed the authors moved away from their previous definition of COP and talked about communities in general.After the first five chapters, I would have rated this book five stars and would have recommended it to everyone. Cultivating Communities of Practice is the second book from Wenger which is only about Communities of Practice (COP). The first book was a little dry and academic (and intended to be), but this book is your typical business book, which makes it easy to read. At this point I thought the book was one of the most interesting books I've read in a while, but then the second part was disappointing to me.

(which the exception of chapter 7). Knowing the typical stages helps in deciding your actions to cultivate them.Interestingly, I wish I would have stopped reading after chapter 5. Chapter seven was good again, about the downside or dysfunctions of COPs and what to do about it.Chapter eight, about measuring the value of COP, completely lost my interest. Though, the last five chapters would just be a three star rating, so I'll go for the average here.I'd strongly recommend to buy this book and read chapter 1-5 and 7.

and the emergent, self-managed tone of the first couple chapters changes to a more controlling tone. They are self-managing and emergent, which means that in organizations its hard to create them -- you need to cultivate them.The third chapter talks about the cultivation and the principles of doing so. The writing style seemed to change (different author). Wenger is teaming up with Richard McDermontt and Willian Snyder, which probably helped a lot in the amount of real-life stories in the book.The books can be separated in two major parts.

It is still important, but somehow the tone of the chapter changes (or did my mood reading it). It can be used directly in organizations who would like to promote communities.The next two chapters describe a typical life of a COP and the different stages they go through. The three main elements of a COP is domain, community and practice. I probably liked this chapter most, it's concrete and clear.

Highly recommend it. It really is a "how to think about this issue" and "how to make it happen successfully" manual. This book was recommended to me by a colleague who has years of experience in cultivating learning collaboratives. It is stunningly insightful and practical, and the authors speak from observation and experience spanning a wide range of organizations and circumstances.