Community of practice

Collaboration constellations differ in various ways. Some are under organizational control (e.g., teams, see below) others, like CoPs, are self-organized or under the control of individuals. For examples of how these and other collaboration types vary in terms of their temporal or boundary focus and the basis of their members' relationships, see Kietzmann et al. (2013).

A project team differs from a community of practice in several significant ways (McDermott 1999) harv error: no target: CITEREFMcDermott1999 (help).

• A project team is driven by deliverables with shared goals, milestones and results.
• A project team meets to share and exchange information and experiences just as the community of practice does, but team membership is defined by task.
• A project team typically has designated members who remain consistent in their roles during the project.
• A project team is dissolved once its mission is accomplished.

By contrast,

• A community of practice is often organically created, with as many objectives as members of that community.
• Community membership is defined by the knowledge of the members. CoP membership changes and members may take on new roles within the community as interests and needs arise.
• A community of practice can exist as long as the members believe they have something to contribute to it, or gain from it.

In addition to the distinction between CoP and other types of organizational groupings found in the workplace, in some cases it is useful to differentiate CoP from community of interest (CoI).

Community of interest

• A group of people interested in sharing information and discussing a particular topic that interests them.
• Members are not necessarily experts or practitioners of the topic around which the CoI has formed.
• The purpose of the CoI is to provide a place where people who share a common interest can go and exchange information, ask questions, and express their opinions about the topic.
• Membership in a CoI is not dependent upon expertise – one only needs to be interested in the subject.

Community of practice

• A CoP, in contrast, is a group of people who are active practitioners.
• CoP participation is not appropriate for non-practitioners.
• The purpose of a CoP, as discussed above, is to provide a way for practitioners to share tips and best practices, ask questions of their colleagues, and provide support for each other.
• Membership is dependent on expertise – one should have at least some recent experience performing in the role or subject area of the CoP.

Social capital is said to be a multi-dimensional concept, with both public and private facets (Bourdieu 1991).[2] That is, social capital may provide value to both the individual and the group as a whole. Through informal connections that participants build in their community of practice, and in the process of sharing their expertise, learning from others, and participating in the group, members are said to be acquiring social capital – especially those members who demonstrate expertise and experience.

Wasko & Faraj (2000) describe three kinds of knowledge: "knowledge as object", "knowledge embedded within individuals", and "knowledge embedded in a community".[3] Communities of Practice have become associated with finding, sharing, transferring, and archiving knowledge, as well as making explicit "expertise", or tacit knowledge. Tacit knowledge is considered to be those valuable context-based experiences that cannot easily be captured, codified and stored (Davenport & Prusak 2000), see also Hildreth & Kimble (2002).[4]

Because knowledge management is seen "primarily as a problem of capturing, organizing, and retrieving information, evoking notions of databases, documents, query languages, and data mining" (Thomas, Kellogg & Erickson 2001), the community of practice, collectively and individually, is considered a rich potential source of helpful information in the form of actual experiences; in other words, best practices.

Thus, for knowledge management, a community of practice is one source of content and context that if codified, documented and archived can be accessed for later use.

Members of communities of practice are thought to be more efficient and effective conduits of information and experiences. While organizations tend to provide manuals to meet the training needs of their employees, CoPs help foster the process of storytelling among colleagues which, in turn, helps them strengthen their skills on the job (Seely Brown & Duguid 1991).

Studies have shown that workers spend a third of their time looking for information and are five times more likely to turn to a co-worker rather than an explicit source of information (book, manual, or database) (Davenport & Prusak 2000). Time is saved by conferring with members of a CoP. Members of the community have tacit knowledge, which can be difficult to store and retrieve outside. For example, one person can share the best way to handle a situation based on his experiences, which may enable the other person to avoid mistakes and shorten the learning curve. In a CoP, members can openly discuss and brainstorm about a project, which can lead to new capabilities. The type of information that is shared and learned in a CoP is boundless (Dalkir 2005). Duguid (2005) clarifies the difference between tacit knowledge, or knowing how, and explicit knowledge, or knowing what. Performing optimally in a job requires being able to convert theory into practice. Communities of practice help the individual bridge the gap between knowing what and knowing how (Duguid 2005).

As members of communities of practice, individuals report increased communication with people (professionals, interested parties, hobbyists), less dependence on geographic proximity, and the generation of new knowledge (Ardichvilli, Page & Wentling 2003).

Communicating with others in a community of practice involves creating social presence. Tu (2002) defines social presence as "the degree of salience of another person in an interaction and the consequent salience of an interpersonal relationship" (p. 38). It is believed that social presence affects how likely an individual is of participating in a CoP (especially in online environments) (Tu 2002). Management of a community of practice often faces many barriers that inhibit individuals from engaging in knowledge exchange. Some of the reasons for these barriers are egos and personal attacks, large overwhelming CoPs, and time constraints (Wasko & Faraj 2000).

Motivation to share knowledge is critical to success in communities of practice. Studies show that members are motivated to become active participants in a CoP when they view knowledge as meant for the public good, a moral obligation and/or as a community interest (Ardichvilli, Page & Wentling 2003). Members of a community of practice can also be motivated to participate by using methods such as tangible returns (promotion, raises or bonuses), intangible returns (reputation, self-esteem) and community interest (exchange of practice related knowledge, interaction).

Collaboration is essential to ensuring that communities of practice thrive. Research has found that certain factors can indicate a higher level of collaboration in knowledge exchange in a business network (Sveiby & Simon 2002). Sveiby and Simons found that more seasoned colleagues tend to foster a more collaborative culture. Additionally they noted that a higher educational level also predicts a tendency to favor collaboration.

To understand how learning occurs outside the classroom while at the Institute for Research on Learning, Lave and Wenger studied how newcomers or novices to informal groups become established members of those groups (Lave & Wenger 1991). Lave and Wenger first used the term communities of practice to describe learning through practice and participation, which they named situated learning.

The structure of the community was created over time through a process of legitimate peripheral participation. Legitimation and participation together define the characteristic ways of belonging to a community whereas peripherality and participation are concerned with location and identity in the social world (Lave & Wenger 1991, p. 29).

Lave and Wenger's research looked at how apprenticeships help people learn. They found that when newcomers join an established group or community, they spend some time initially observing and perhaps performing simple tasks in basic roles as they learn how the group works and how they can participate (an apprentice electrician, for example would watch and learn before actually doing any electrical work; initially taking on small simple jobs and eventually more complicated ones). Lave and Wenger described this socialization process as legitimate peripheral participation. The term "community of practice" is that group that Lave and Wenger referred to, who share a common interest and a desire to learn from and contribute to the community with their variety of experiences (Lave & Wenger 1991).

In his later work, Wenger (1998) abandoned the concept of legitimate peripheral participation and used the idea of an inherent tension in a duality instead. He identifies four dualities that exist in communities of practice, participation-reification, designed-emergent, identification-negotiability and local-global, although the participation-reification duality has been the focus of particular interest because of its links to knowledge management.

He describes the structure of a CoP as consisting of three interrelated terms: 'mutual engagement', 'joint enterprise' and 'shared repertoire' (Wenger 1998, pp. 72–73).

• Mutual Engagement: Firstly, through participation in the community, members establish norms and build collaborative relationships; this is termed mutual engagement. These relationships are the ties that bind the members of the community together as a social entity.
• Joint Enterprise: Secondly, through their interactions, they create a shared understanding of what binds them together; this is termed the joint enterprise. The joint enterprise is (re)negotiated by its members and is sometimes referred to as the 'domain' of the community.
• Shared Repertoire: Finally, as part of its practice, the community produces a set of communal resources, which is termed their shared repertoire; this is used in the pursuit of their joint enterprise and can include both literal and symbolic meanings.

The communities Lave and Wenger studied were naturally forming as practitioners of craft and skill-based activities met to share experiences and insights (Lave & Wenger 1991).

Lave and Wenger observed situated learning within a community of practice among Yucatán midwives, Liberian tailors, navy quartermasters and meat cutters (Lave & Wenger 1991) as well as insurance claims processors. (Wenger 1998). Other fields have made use of the concept of CoPs. Examples include education (Grossman 2001), sociolinguistics, material anthropology, medical education, second language acquisition (Kimble, Hildreth & Bourdon 2008), Parliamentary Budget Offices (Chohan 2013), health care and business sectors,[6] and child mental health practice (AMBIT).

A famous example of a community of practice within an organization is that which developed around the Xerox customer service representatives who repaired the machines in the field (Brown & Duguid 2000). These Xerox reps began exchanging repair tips and tricks in informal meetings over breakfast or lunch. Eventually, Xerox saw the value of these interactions and created the Eureka project to allow these interactions to be shared across the global network of representatives. The Eureka database has been estimated to have saved the corporation $100 million.

Examples of large virtual CoPs include:

• Wikipedia
• HIFA - Healthcare Information for All
• SuSanA - Sustainable Sanitation Alliance