communautés de pratiques
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La théorie des communautés de pratique - Etienne Wenger - Google Livres
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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 .
The dynamics of managing/nurturing networks of practice
Autogestion Nous croyons à une plus grande autonomie des personnes et des groupes. Nous croyons qu'il est primordial pour les organismes et les individus de gérer eux-mêmes leur orientation, leur vie et leur autorité.
Principes fondateurs | Koumbit.org - Développement Drupal et hébergement Web à Montréal, Québec, Canada
Knowledge Networks: Introduction
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.Un article de Wikipédia, l'encyclopédie libre. Le système de Communauté de Pratique est proposé par Lave et Wenger (1991) [ 1 ] , la notion de communauté de pratique , en anglais Community of Practice (ou CoP) désigne le processus d'apprentissage social émergeant lorsque des personnes ayant un centre d'intérêt commun collaborent mutuellement. Cette collaboration, qui doit se dérouler sur une période de temps notable consiste à partager des idées, trouver des solutions, construire des objets nouveaux... etc On parle aussi de communauté de pratique pour désigner le groupe de personnes qui participent à ces interactions. L'origine du concept repose sur des études de cas sur des sages-femmes , des tailleurs , des quartier-maîtres de la marine, des apprentis bouchers et des alcooliques .
Communauté de pratique - Wikipédia
Articles et thèses
Persée
Morphogenèse de communautés de pratique ? Patrick Cohendet , Murât Yildizoglu , Olivier Dupouët Revue d'économie industrielle Year 2003 Volume 103 Issue 103 pp. 91-110
Jean Lave, Etienne Wenger and communities of practice
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?
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.
CoP: Best Practices
CoP: Best Practices
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.
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.
Communautés de pratique : un partage des connaissances idéal
Practices