1. Presented by George Pór and Mike McMaster November 5, 1998 Knowledge Ecology and Communities of Practice: Twin Enablers of Organizational Intelligence © Community Intelligence Labs, 1998

2. To distinguish is to generate a new possibility. For example, distinguishing knowledge from information opens the possibility to generate an organization's intelligence advantage, the key factor to win in today's marketplace. We see and hear with our distinctions. There are two schools of thought which define two complementary distinctions of "knowledge", with two corollary sets of managerial implications. © Community Intelligence Labs, 1998 The “ Knowledge ” Distinction

3. The "representationist" school of thought says, Knowledge is information used to improve the representation of our experience Managerial implication: This knowledge can be captured, processed, measured, and managed. Management discipline: Knowledge management - is essential to survival and re-engineering. © Community Intelligence Labs, 1998 Knowledge as Information

4. The "complex adaptive systems" school of thought says, Knowledge resides in the emergent capability of individuals and organizations to meet their challenges and opportunities. Managerial implication: This knowledge can only be inspired, nurtured, and facilitated, but not managed in the same sense as we manage hard assets or information. Management discipline: Knowledge ecology - is essential to advancement and re-invention. © Community Intelligence Labs, 1998 Knowledge as Emergent Capability

5. Realizing a Knowledge Based Future Source documents: - Organization - Cultural values - Entrepreneurial strategies through the design of: - Knowledge ecosystems - Communities of Practice - Organizing principles - Breakthrough projects and Invent, Generate & Distribute New ideas, new knowledge Distributed knowledge, shared understanding

6. Knowledge Ecology is a fast-growing management discipline, also considered as one of the fields of the broader discipline of "knowledge management”. It is focused on the relational and cultural aspects of knowledge creation, sharing, and utilization. Knowledge Ecology's primary domain of action is the design and support of self-organizing knowledge ecosystems: Both technical and social environments for new knowledge, in which information, ideas, and insights cross-fertilize, and relationships are facilitated for knowledge value creation. © Community Intelligence Labs, 1998 Knowledge Ecology and Knowledge Ecosystems

7. A knowledge ecosystem, looked at through a bi-focal lens, is: 1. a network of productive conversations richly cross- referenced with, feeding, and fed by 2. knowledge repositories of what, who, why, how, where, and when Knowledge Ecosystem: through a Bi-focal Lens © Community Intelligence Labs, 1998

8. Knowledge ecosystems enable: Agile responses to rapid shifts in markets and technologies Organizing forms that support continually increasing organizational intelligence, e.g: virtual teams, corporate-wide knowledge fairs, extranet-based communities of customers, virtual knowledge summits and symposia Assessing the value of hard-to-measure assets: the competence of individuals, teams, and business units to create, share and use knowledge Surprising breakthroughs in performance © Community Intelligence Labs, 1998 Knowledge Ecosystems: What They Do for You

9. A global telecommunication company established a corporate-wide "knowledge sharing community". A manager requested the use of its conversation-engine for surveying engineers about what information they want to access on their CTO's intranet site. Supported by the knowledge ecosystem's capabilities, the needs assessment has spontaneously turned into the formation of a new community of practice among the surveyed engineers. A leading computer manufacturer created a knowledge ecosystem to support their people working with a business unit's strategic allies. The circuitous and random routes through which mission-critical and time-sensitive information traveled among employees in different countries working with the same ally got replaced with a well-structured, virtual space for coordination of action. Knowledge Ecosystems: Stories of Breakthroughs © Community Intelligence Labs, 1998

10. People networks of productive conversations facilitated for continuously creating: Knowledge network of information, ideas, and insights, that feed on one another, and are supported by Technology networks of conferencing engines, communication protocols, directory services, sense-making and negotiation tools, and other hardware / software components. Knowledge Ecosystem: through a "Triple-Network" Lens © Community Intelligence Labs, 1998 Value to their stakeholders is generated from the synergistic integration of these three networks.

11. “An organization's intelligence advantage is its capacity to develop and apply knowledge in ways consistent with the power of available technology. (Source: Mike McMaster) Organizational IQ can be maximized only when the power of electronic technologies for collaboration and knowledge networking are matched by the power of social technologies for building knowledge communities, also known as "communities of practice". The Intelligence Advantage © Community Intelligence Labs, 1998

12. Principles of Design for Intelligence Distribute accountability Increase connections Develop community Develop and share knowledge

13. A community of practice defines itself along three dimensions: What it is about -- its joint enterprise as understood and continually renegotiated by its members (you can't "roll out" communities!) How it functions -- the relationships of mutual engagement that binds members together into a community What capability it has produced -- the shared repertoire of communal resources (knowledge assets, vocabulary, styles, etc.) that members have developed over time (Source: Etienne Wenger) © Community Intelligence Labs, 1998 What is a Community of Practice

14. Reduces the number of costly mistakes which occur due to neglecting the systemic relationships between design and emergence in developing knowledge communities Allows for optimizing the tradeoffs between various courses of action in designing and facilitating knowledge communities Community Development Architecture ™ © Community Intelligence Labs, 1998 Value creation (Business) in organizations is driven by the people / relational dimension (Social) that is producing the new capacities (Knowledge), all of which needs to be supported by the right tools (Technology).

15. Spread better practices Initiate new hires to tacit knowledge that cannot be formalized Foster organizational competence by staying up-to-date in their field Separate information from noise, by asserting a collective identity (Source: Etienne Wenger) © Community Intelligence Labs, 1998 Communities of Practice: Value Propositions for Knowledge Creation

16. Process and product improvement, continuous innovation Shortened time-to-market and other business cycle times Increased responsiveness to customer needs Results delivered at lower cost than by the formal organization, given that communities don't need layers of supervisors © Community Intelligence Labs, 1998 Communities of Practice: Value Propositions for Business Results

17. Help practitioners find each other, providing tools for collaboration and portraying collective knowledge Allow time for shared reflection and knowledge sharing as part of community members' regular work Support access to internal and external knowledge resources relevant to members: conferences, experts, consultants, as well as colleagues outside the company Provide professionals to facilitate communities of practice © Community Intelligence Labs, 1998 Communities of Practice: Value Propositions from the Organization

18. Community development strategy needs to be aligned with business strategy and supported by the senior leadership team Communities provide valuable benefits to their members, otherwise they won't join or stay Communities decide about their own learning objectives; they are accountable only for funds provided to support specific community initiatives Effective communities are supported by a knowledge ecosystem and community facilitator © Community Intelligence Labs, 1998 Principles for Breakthrough Performance by “ Energizing ” Knowledge Communities

19. Large-scale knowledge sharing events that support self-organization of communities of practice A fun and productive way to put pride and recognition into knowledge collaboration They can combine face-to-face and virtual events that connect local and electronic conversations, and may last from a few days to a month They can be modeled after events like the virtual strategy session at British Petroleum or Knowledge Ecology Fair 98 © Community Intelligence Labs, 1998 Breakthrough KE Practices: Corporate Knowledge Fairs

24. George Pór Community Intelligence Labs gpor@Co-I-L.com USA (831) 336-4420 Michael McMaster Knowledge Based Development Co Ltd michael@kbdworld.com UK (01628) 820-051 For Requests and Information Please Contact