Home | Centre for Social Innovation. The Rise of the Sharing Communities. Creative Commons photo by Lobkovs As the sharing economy picks up momentum, its reach has become global. In cities and towns around the world, people are creating ways to share everything from baby clothes to boats, hardware to vacation homes. There are also groups emerging that consciously identify with the big-picture sharing movement.
These groups focus on education, action and community-building, and advocate for a cultural shift toward widespread sharing. From neighborhood-level cooperatives to global organizations, these groups work to bring sharing into the mainstream. They see sharing as a new paradigm; a means to a more democratic society, and they understand that sharing is not a new fad but an ancient practice that technology is reinvigorating. What follows is a far-from-exhaustive list of sharing advocacy groups around the world. “To me, the question is not so much about whether access is better than ownership,” says Ouishare co-founder Antonon Leonard. Let’s Collaborate! Guide_pratique_du_travail_collaboratif.pdf (Objet application/pdf) Communaut__s_de_pratique-France_Henri. La théorie des communautés de pratique - Etienne Wenger. Keeping the wheels turning-2010.pdf (Objet application/pdf) The dynamics of managing/nurturing networks of practice.
Image by D'Arcy Norman via Flickr I received a beautiful article (thanks to Julie Ferguson!). Just got a tip through the comments that it's also online. This is the full reference to the article: Agterberg, M., Van den Hooff, B., Huysman, M., & Soekijad, M. (2010). The authors make a distinction between NoPs and CoPs; networks of practice and communities of practice.
CoP or NoP doesn't matter, there are important insights into the management interventions to support NoPs (or CoPs I'd say...). I've never held the belief that communities are fully self-emergent and that you can not intervene/facilitate in communities of practice. What are the findings from the study of 22 NoPs in one organisation? 4. Personally I feel relational and structural embeddedness are very connected to each other and both relate to the level of social capital. But what did the study find out about management interventions in all these types of embeddedness? Communities of Practice: Creating Learning Environments for Educators - Table of contents. Knowledge Networks: Introduction. Editors, Paul Hildreth and Chris Kimble Publisher, Idea Group Publishing Hard cover ISBN: 159140200X Soft cover ISBN: 1591402700 The current environment for organizations is one that is characterised by uncertainty and continuous change. This rapid and dynamic pace of change is forcing organizations that were accustomed to structure and routine to become ones that must improvise solutions quickly and correctly.
To respond to this changed environment organizations are moving away from the structures of the past that are based on hierarchies, discrete groups and teams and moving towards those based on more fluid and emergent organizational forms such as networks and communities. In the mid 1990s, a new approach called Knowledge Management (KM) began to emerge (Ponzi and Koenig, 2002). LPP is both complex and composite and although Lave and Wenger saw LPP as an inseparable whole, it is helpful to consider the three aspects, legitimation, peripherality and participation separately.
Evolution. Communauté de pratique. Un article de Wikipédia, l'encyclopédie libre. Pour les articles homonymes, voir COP. La théorie des communautés de pratiques formalisée par Wenger (1998)[1] s'inscrit dans une évolution épistémologique qui a conduit le domaine de la gestion des connaissances d'une vision technocentrée vers une vision anthropocentrée. Cette théorie prône une perspective sociale de l’apprentissage, insérée dans les pratiques collectives au sein des communautés de pratique.
Cette position offre un cadre original de lecture des phénomènes d’apprentissage collectif et permet d’envisager celui-ci sous un angle différent. Wenger (2005), développe le concept de communautés de pratique comme un groupe de personnes qui travaillent ensemble (à travers des plateformes internet par exemple tels que des forums, des vidéo-conférences, des courriels…) et qui sont en fait conduites à inventer constamment des solutions locales aux problèmes rencontrés dans leur pratiques professionnelles. Ou autres. Portail de la sociologie. Articles et thèses. Wenger_Trayner_DeLaat_Value_creation.pdf - Powered by Google Docs.
Paper35. Persée. Extrait_animer_une_communaute_de_pratique.pdf (Objet application/pdf) 31Chanal.pdf (Objet application/pdf) Jean Lave, Etienne Wenger and communities of practice. Contents: introduction · communities of practice · legitimate peripheral participation and situated learning · learning organizations and learning communities · conclusion · references · links · how to cite this article Many of the ways we have of talking about learning and education are based on the assumption that learning is something that individuals do. Furthermore, we often assume that learning ‘has a beginning and an end; that it is best separated from the rest of our activities; and that it is the result of teaching’ (Wenger 1998: 3). But how would things look if we took a different track? Supposing learning is social and comes largely from of our experience of participating in daily life?
It was this thought that formed the basis of a significant rethinking of learning theory in the late 1980s and early 1990s by two researchers from very different disciplines – Jean Lave and Etienne Wenger. Communities of practice The characteristics of such communities of practice vary. CoP: Best Practices. By Etienne Wenger [Published in the "Systems Thinker," June 1998] You are a claims processor working for a large insurance company. You are good at what you do, but although you know where your paycheck comes from, the corporation mainly remains an abstraction for you. The group you actually work for is a relatively small community of people who share your working conditions. It is with this group that you learn the intricacies of your job, explore the meaning of your work, construct an image of the company, and develop a sense of yourself as a worker.
You are an engineer working on two projects within your business unit. These are demanding projects and you give them your best. You are a CEO and, of course, you are responsible for the company as a whole. We now recognize knowledge as a key source of competitive advantage in the business world, but we still have little understanding of how to create and leverage it in practice. Defining Communities of Practice Legitimizing participation. CoP: Best Practices. By Etienne Wenger [Published in the "Systems Thinker," June 1998] You are a claims processor working for a large insurance company. You are good at what you do, but although you know where your paycheck comes from, the corporation mainly remains an abstraction for you. The group you actually work for is a relatively small community of people who share your working conditions.
It is with this group that you learn the intricacies of your job, explore the meaning of your work, construct an image of the company, and develop a sense of yourself as a worker. You are an engineer working on two projects within your business unit. You are a CEO and, of course, you are responsible for the company as a whole. We now recognize knowledge as a key source of competitive advantage in the business world, but we still have little understanding of how to create and leverage it in practice. We frequently say that people are an organization's most important resource.
Defining Communities of Practice Dr. Communautés de pratique : un partage des connaissances idéal. La compétitivité d'une enteprise dépend directement de la qualité des connaissances auxquelles ses employés ont accès : être mieux informé que la concurrence est un objectif majeur pour chaque firme. Ce qui explique le succès des outils de partage des connaissances - ou KM. Pour Etienne Wenger cependant - l'un des gourous du collaboratif -, les managers ont une idée bien trop restrictive du partage des connaissances, qui se cantonne souvent à des bibliothèques statiques, des répertoires de documents écrits.
Pourtant, "ce sont les savoirs dynamiques qui font la différence - explique posément E.Wenger dans une article de Systems Thinker. Ce qui requiert la participation de personnes totalement immergées dans le processus de création, raffinement, communication et utilisation des connaissances". Un mystérieux lieu d'échange Ces acteurs échangent leurs savoirs - sans même que l'entreprise en soit consciente - au sein de "communautés de pratique".
Practices.