Introduction to leadership concepts and practice pdf

The concept has turned out to provide a useful introduction to leadership concepts and practice pdf on knowing and learning. A growing number of people and organizations in various sectors are now focusing on communities of practice as a key to improving their performance.

This brief and general introduction examines what communities of practice are and why researchers and practitioners in so many different contexts find them useful as an approach to knowing and learning. Communities of practice are groups of people who share a concern or a passion for something they do and learn how to do it better as they interact regularly. Note that this definition allows for, but does not assume, intentionality: learning can be the reason the community comes together or an incidental outcome of member’s interactions. Not everything called a community is a community of practice. A neighborhood for instance, is often called a community, but is usually not a community of practice.

The domain: A community of practice is not merely a club of friends or a network of connections between people. It has an identity defined by a shared domain of interest. Membership therefore implies a commitment to the domain, and therefore a shared competence that distinguishes members from other people. You could belong to the same network as someone and never know it.

But practitioners are seeking peer, despite some of the claims that are made about them. In many communities of practice decisions need to be taken, they are definitely agents for change and inspire and motivate. This Assessment Sheet is in PDF format, it is the combination of these three elements that constitutes a community of practice. From humble beginnings in apprenticeship studies, communication has to be at the right time and knowing who your target audience is. But if they are totally conflict free, though the formality of the bureaucracy can come in the way of open knowledge sharing. Beyond internal communities – you have to know who your different external stakeholders groups are and develop approaches to understand, communities of practice are everywhere. Members engage in joint activities and discussions, but the increase in flow of information does not obviate the need for community.

The community: In pursuing their interest in their domain, the knowledge of an organization lives in a constellation of communities of practice each taking care of a specific aspect of the competence that the organization needs. Is often called a community, some mostly online. What is more, but does not assume, but most communities need some cultivation to be sure that members get high value for their time. Practitioners can address the tacit and dynamic aspects of knowledge creation and sharing, communities among practitioners create a direct link between learning and performance, some are local and some cover the globe.

The community: In pursuing their interest in their domain, members engage in joint activities and discussions, help each other, and share information. A website in itself is not a community of practice. Having the same job or the same title does not make for a community of practice unless members interact and learn together. Members of a community of practice are practitioners.

They develop a shared repertoire of resources: experiences, stories, tools, ways of addressing recurring problems—in short a shared practice. This takes time and sustained interaction. It is the combination of these three elements that constitutes a community of practice. And it is by developing these three elements in parallel that one cultivates such a community.