communities and networks State of the Art Etienne and Beverly WengerTrayner Professional BEtreat Grass Valley California July 710 2014 Introduction Origins in studies of apprenticeship ID: 489287
Download Presentation The PPT/PDF document "Social learning leadership in" is the property of its rightful owner. Permission is granted to download and print the materials on this web site for personal, non-commercial use only, and to display it on your personal computer provided you do not modify the materials and that you retain all copyright notices contained in the materials. By downloading content from our website, you accept the terms of this agreement.
Slide1
Social learning leadership incommunities and networks
State of the Art
Etienne and Beverly Wenger-Trayner
Professional BEtreat
Grass Valley, California
July
7-10
, 2014Slide2
IntroductionSlide3
Origins in studies
of apprenticeship
Learning as trajectory into a community of practice
legitimate peripheral participationSlide4
Phase II: self-organized professional developmentin international settings
English for Specific Purposes:
genres in international settingsPortuguese participationin international practices
Communities of practice
as learning contexts
International networks of
communities of practiceSlide5
Communities of practice
across sectors
Ontario
leading municipalities
provincial
service
organizations
PEM
PAL
Transparency
and accountability
InitiativeSlide6
Communities of practiceas a learning partnership
In gangs…
they learn to survive on the streets In organizations… they provide better service to clients
A community of practice is ...
…
a self-governed learning partnership among people, who
share challenges, passion or interest
interact regularly
learn from and with each other
improve their ability to do what they care about define in practice what competence means in their contextSlide7
Practitioners need a community to …
… help
each other solve problems… hear each other’s stories and avoid local blindness… reflect on their practice and improve it… build shared understanding
… keep
up with change
… cooperate
on innovation
… find synergy across structures
… find
a voice and gain strategic influence
When have you experienced this?Slide8
occasional
transactional
peripheral
active
coordinator
core group
lurkers
leaders
sponsors
experts
beginners
support
outsiders
Levels of participationa common picture
clientsSlide9
Community rhythmfinding the heartbeat of a learning partnership
Slide10
A community is a living entity … not unlike a couple
It takes hard work and careful nurturing
It depends on renewed passion
It becomes an entity in its own right
It takes initiative
It is voluntary
It involves responsibilities
It is fun
It evolves
private
and publiccommonground
ongoinglegacyrecognizedstewardshipcommunalidentity
long-termviabilityTransformingSustainingMaturingCoalescingPotential
A learning partnership lifecycle and evolutionSlide11
Networksstructures of social connections
Professional networks …
Social networksPersonal networks …
broad patterns of relationships
all the people one has access to
A
network is
...
…
a set of connections among people, who may or may not have much in common rely on these connections for their own purposesThese connections enable social exchanges
carry information flows provide access to learning resources Slide12
Practitioners need a network to …
… help
each other solve problems… hear each other’s stories and avoid local blindness… reflect on their practice and improve it… build shared understanding
… keep
up with change
… cooperate
on innovation
… find synergy across structures
… find
a voice and gain strategic influence
When have you experienced this?Slide13
Social learning … communities and networksSlide14
Social learning
horizontal
learning
partnership anchored in practiceSlide15
Phase III: Complex communities …
… a
t the crossroads of multiple practices
m
issed
learning potentialSlide16
Etienne & Beverly Wenger-Trayner
Landscape of practiceSlide17
Create slide for social learning spacesand leadershipSlide18
Social learning leadership
living at the intersectionSlide19
Café conversation
What is your journey into social learning?What challenges are you bringing?
What would you like to achieve?Slide20
Create slideWhat do SLLs do?The frameworkSlide21
Learning-value framework
Cycle 1
Immediate value:
Cycle 2
Potential value:
Cycle 3
Applied
value:
Cycle 4
Realized
value:
Ground narrative:
community/network activities
Aspirational narrative: framing successDocumentRelation-shipsCollaboration
FailureUseful caseclinicExcitingprojectGoodmeetingPromisingadviceNew approachNewpracticeOutcomeMeasureInsight
Advice does not
apply
Challenging
inquiry
Perspective
Perspective
Reframing loops
Conditions
Conditions
Improving loops
(short or long)
(short or long)
Prospective
Retrospective
Learning capabilitySlide22
Information
Informal
Formal
With
From
Models of practice
Project/
after-action
reviews
Case clinics
Document sharing
CollectionsLearningprojectsHot topicdiscussionsStories
FormalpracticetransferVisitsInvitedspeakerMutual benchmarkExternal benchmark
Broadcast inquiryReadinggroupProblem solvingNewsJointresponse
BoundarycollaborationTrainingand workshopsPointers to resourcesSystematic scanGuestsJointeventsDocumentingpracticeField tripsExploringideasEach
other
1
2
7
4
3
6
5
Tips
Practice
fairs
Warranting
Help
desk
Outside
sources
Exchanges
Productive inquiries
Building shared understanding
Shared memory
Creating standards
Formal access to knowledge
Visits
a great variety
Debates
Q&A
Role play
Case
studies
Peer
assist
Polls
Learning activities
Follow
practitioner
Demos
ChallengeSlide23
Facilitating group activitiesformats for engaging community members
Mutual discovery
Fair/boothsQuick booth scanGallery walk
Social network mapping
Matrix of practice
Networking
Ice breakers/intro
Speed dating
Geek dating
Knowledge market
BreaksPresentations and Q&ATraditionalTED talksIgnite presentationMultimedia toolsBrown bag lunches
VisioningAppreciative InquiryEnvisaging the futureTime lineDesign templatesEnactmentsForum theatreRole play
Character archetypesMutual learningApprenticeshipPeer mentoringBuddyingWorking togetherOpen SpaceLeadership groupsDiscussion groups
Working groupsLarge conversationsWorld caféDiscussion guidesFishbowlPanel/Round tableDebatesTalk showHot buttonsConversation guides
whole-groupsmall-groupsone-to-manymany-to-manyone-to-onefew-to-fewSlide24
Leadership roles and cultivationSlide25
A social discipline of learning
key processes
Community
Domain
Learning
partnership
Practice
Bring practice in
Reflect and
self-design
Push practiceforwardCreate self-representationSlide26
Success
factors
Learning agenda
Social learning process
Memory and messages
Technology
Value creation
Internal leadership
Engaged sponsorship
Social learning team
Identification with domain
Personal passionSense of ownershipHigh expectationsPractice-driven trajectoryHigh value for time
Horizontal interactionsGenerative activity designAttention to different voicesLearning trumps powerCandid inquiryIn the service of learningMultiple tools and devicesIntegration, integration, integrationDifferent entry pointsPersistenceDriving community developmentArticulate value proposition
Strategic relevanceContinuity over time Continuity across boundariesShared memoryAwareness of stakeholdersIntentional communicationDynamicDistributedSlide27
A social discipline of learning
key self-design processes
Community
Domain
Learning
partnership
Practice
Reflect on
process
Interface with
organization
Manage community memoryGet the message outBring voices in
Drive the learning agendaSlide28
A social discipline of learning
internal leadership
Community
Domain
Learning
partnership
Practice
Reflect on
process
Interface with organization
Manage community memory
Get the message outBring voices inDrive the learning agenda
Critical friendsInstitutional brokersCommunity keepersAgenda
activistsSocial reportersExternal messengersSlide29
Cultivating activities
fostering high value for time
Distribute leadership
Cultivate core group
Form leadership groups
Coach leaders
Backchannel work
Keep in touch
Invite members to act
Send notes and newsletters
Enabling participation
Convene meetingsInitiate activitiesFacilitate interactionsSelf-carePursue own learning
Meet other leadersVisit other communitiesInstitutional brokeringTalking with sponsorsMaking business caseBudgeting
Learning agendaChallenges of practiceEmerging issuesHot topicsCommunitycultivationAssessment
Health checksMonitor indicatorsValue-creation storiesCommunity buildingManage boundariesWelcome newcomersBuild identity and trustEnabling reificationBlogging, tweeting etc.Creating summariesCapturing insightsEnsure qualityModel inquiry cultureCoach participationGarden websiteSlide30
LaunchSlide31
Involve and prepare internal leaders
Choose
a launch approachPlan
launch
activities
Prepare a follow-up
Do it
4.
Launch design
Value to organization
Value to peopleHow could a community help?What would success look like?
Why would people participate?2. Value propositionPotential membersWhat are your challenges?
Who do you talk to?Is there a community?1. ConversationsHow to get going … the first four steps
What do you think of the idea?Are you willing to help make it happen?What would that mean to you?Who else could help?3. Internal leadersSlide32
Explore existing networks
Define overall approach
Locate potential members and leaders
Discovery and
preparation
Action plan and
follow-up
Launch workshop
design
Anticipate follow-up
Logistics and invitationsAction plan and next steps
Context setting and educationExciting learning activitiesCommunity self-designDesigning a launch processkey stepsSlide33
What happened in Cape Town?
Day 1: exploring
Day 2: working
Day 3: planning
Prioritized issues
Learning plans
Community design
In mixed and separate groups, we discussed what were the main challenges we needed to address together and we voted on the most pressing ones
We formed
several practice groups to start working on the issues we had prioritized and to explore how we can make progress on them together
We formed new groups to bring the different work plans together into an overall community design, including activities for the coming yearSlide34
Online practices and toolsSlide35Slide36
Use it for your own good
Open it up for your team
Support the early adoptersCreate a culture of experimentation
Collect analytics
Recognize technology stewards
One size fits all
New tools without practices
IT department leads decisions
Build it and …
Underestimate the time
Expect the tool to do it
Warning signs
Strategic advice Slide37
Twitter/Yammer
discussion board
blog
PDF
google
doc
web conferencing
wiki
YouTube
blending synch and
asynch
ramping up/downremixingmodelingspotlightingintegrating, toolscoaching and hand-holding
shared memoryone member leadingtime delimitedfacilitateddiscussants (primed)
summaryHot topicsback/front channel chatassisted Q/A chatpolls
thumbs up/downrecordphone integrationpublic note-takingGuest speakertaggingsomeone to followregular check-insynthesize/aggregatereflectFollow the leader
select stories
interviews
different media
publish
comment and discuss
series
Stories
random inquiry
multimedia
guaranteed response
expert following discussion
summary or FAQ
Broadcast inquiry
post on read/write web
discussion/comments
in document
springboard into parallel
discussion board
Reading group
email
shared note
-taking
time zones
language
Online versions
of selected activitiesSlide38
3. Value creationSlide39
What meaningful activities did you participate in
? What was
your experience?
What specific skills or insights did you gain? What access to useful information or material?
How did this influence your practice? What difference did it make to your performance? What did it enable that would not have happened otherwise?
How did this contribute to your success?
Personal, professional?
Organizational? Key metrics?
How has this been fed back into the community’s learning:
improvement
- reframing
Community/date
:
Member/role:Value-creation storiesconcrete examplesSlide40
Organizational environmentSlide41
New
structures
Existing
structures
Advisory
council
Coordinator
council
Support
team
Strategic
team
R&D
IT
HRPortfoliosponsorsCommunitycoordinatorsDomainsponsorsIndividualsponsorsLocalsponsorsCommunity
members
Support teamleader
Sponsorship and support
structuring strategic conversationsSlide42
Value propositionSlide43
Why should I care?
How will your community contribute to the strategy/mission of my organization?
Making a business casequestions from a sponsor
Why
How
What
How will you operate?
What resources will you need?
What do you expect from me? What role do you want me to play?
What capabilities will your community develop?
What new connections will it enable? What boundaries/silos will it cross?
What will success look like and how will you know?Slide44
Support: social learning teamSlide45
Be
the voice of communities
across agencies Legitimize their work in terms of strategic priorities Help develop a sponsorship structure and negotiate accountability around communities
Social learning team
how to lead and support an initiative
Strategy
Support
Cultivation
Steward the use of technology for communities
Promote cross-structure knowledge exchange
Coordinate overall research, assessment, measurement, and reporting
Offer training about communities of practiceProvide coaching to community leadersHelp with community launch and renewalSlide46Slide47
Passion for domain
Relevance to practice
Ownership of agendaInternal leadershipEnergized core group
Learning trumps power
Community rhythm
Trust
High value for time
High expectations
Engaged sponsorship
Skilled support
Distributed leadershipLack of timeLeader neglectGroupthinkBuild it and …
Stuck in complainingDe-energizing tasksRed tapeHQ - fieldCommand/controlCookie-cutter approachFad or mandateIdeologyLack of strategic thinking
Key success/failure factors
Slide48
Thank you!
Etienne and Beverly Wenger-Trayner
Email:
be@wenger-trayner.com
Website:
http://wenger-trayner.com
Workshops:
http://wenger-trayner.com/betreat
/Slide49
Convening in complex systemsSlide50
CoP
Vertical and horizontal accountability
the need for transversality
Vertical accountability…
Hierarchy
Institutionalized accountability
Evidence-based prescription Codification and regulation Standards of qualificationHorizontal accountability…
Communities and networks
Peer-to-peer learning
Personal meaning
Engagement and creativity
Individual identity/reputation
Transversal accounts through…
People
Processes and practices
ObjectsSlide51
Systems conveners:
convening across complex landscapesSlide52
Pioneering innovation
balancing long and short term
Getting buy-inbrokering across boundaries
Managing the intersection
vertical and horizontal
Sustaining coherence
moving parameters
personal mission
passionate
and strategicupbeat and persistentlegitimacy across boundaries
leverage personal networksAspirational narrative: capturing imaginationMeaningful engagement: cross-boundary encountersStrategic alignment: enabling
significant resultsSlide53
Leadership roles and cultivationSlide54
occasional
transactional
peripheral
active
coordinator
core group
lurkers
leaders
sponsors
experts
beginners
support
outsiders
Levels of participationa common picture
clients
Etienne
and Beverly Wenger-TraynerSlide55
A social discipline of learning
key self-design processes
Community
Domain
Learning
partnership
Practice
Reflect on
process
Interface with
organization
Manage community memoryGet the message outBring voices in
Drive the learning agendaSlide56
A social discipline of learning
internal leadership
Community
Domain
Learning
partnership
Practice
Reflect on
process
Interface with organization
Manage community memory
Get the message outBring voices inDrive the learning agenda
Critical friendsInstitutional brokersCommunity keepersAgenda
activistsSocial reportersExternal messengersSlide57
Cultivating activities
fostering high value for time
Distribute leadership
Cultivate core group
Form leadership groups
Coach leaders
Backchannel work
Keep in touch
Invite members to act
Send notes and newsletters
Enabling participation
Convene meetingsInitiate activitiesFacilitate interactionsSelf-carePursue own learning
Meet other leadersVisit other communitiesInstitutional brokeringTalking with sponsorsMaking business caseBudgeting
Learning agendaChallenges of practiceEmerging issuesHot topicsCommunitycultivationAssessment
Health checksMonitor indicatorsValue-creation storiesCommunity buildingManage boundariesWelcome newcomersBuild identity and trustEnabling reificationBlogging, tweeting etc.Creating summariesCapturing insightsEnsure qualityModel inquiry cultureCoach participationGarden websiteSlide58
Systems conveners:
convening across complex landscapesSlide59
LaunchSlide60
Involve and prepare internal leaders
Choose
a launch approachPlan
launch
activities
Prepare a follow-up
Do it
4.
Launch design
Value to organization
Value to peopleHow could a community help?What would success look like?
Why would people participate?2. Value propositionPotential membersWhat are your challenges?
Who do you talk to?Is there a community?1. ConversationsHow to get going … the first four steps
What do you think of the idea?Are you willing to help make it happen?What would that mean to you?Who else could help?3. Internal leadersSlide61
What happened in Cape Town?
Day 1: exploring
Day 2: working
Day 3: planning
Prioritized issues
Learning plans
Community design
In mixed and separate groups, we discussed what were the main challenges we needed to address together and we voted on the most pressing ones
We formed
several practice groups to start working on the issues we had prioritized and to explore how we can make progress on them together
We formed new groups to bring the different work plans together into an overall community design, including activities for the coming yearSlide62
Learning activities and formatsSlide63
“It was fantastic to see everyone digging their teeth into these issues we all struggle with individually ...”Slide64
Capturing the value creation of social learning is strategic, but subtle. To be both rigorous and helpful our framework is held to five disciplines:
Relevance
- recognizing different kinds of value to members and multiple stakeholders
Attribution
- creating plausible causal links between outcomes and activities
Mixed methods
- integrating quantitative and qualitative sources of data
Ease of use
– commonsense, hence usable by community members as well as professional evaluatorsLearning orientation – not be purely evaluative, but a learning tool for members and stakeholders
Toward a discipline of value creationSlide65
Conditions
Aspirations
Aspirations
Conditions
Aspirations
Conditions
Aspirations
Conditions
Reframing loops
Improving loops
Immediate value
Potential value
Applied value
Realized value
Strategic valueEnabling valueAspirationsConditionsAspirationsConditionsUseful caseclinicExcitingprojectGoodmeetingChallenginginquiryPromisingadviceDocumentRelationship
Insight
Advice does
not apply
New practice
Collaboration
Different
approach
Customer
satisfaction
Improved performance
or outcome
Personal
success
Failure
Social learning team
Secretariat
Vision
Sponsorship
Transformative value
Learning activities
Value-creation
cycles
Technology
Strategic
conversations
Good leadership
Crossing
boundaries
Boundary
Aspirations
Conditions
Criteria
Institution
Identity
Practice
Landscape
orientation
AlignmentSlide66
Value-creation stories: template
What got you involved?
What was the CoP-related activity?
What was your experience of engaging with the CoP this way?
What did you get out of it?
How did you apply it?
Did it transform your view?
Did you feed this back into the CoP?
Were there specific enablers that you think made this story possible?
Was there a significant connection to strategy?
Start here
What was the result?Slide67
Conditions
Aspirations
Aspirations
Conditions
Aspirations
Conditions
Aspirations
Conditions
Reframing loops
Improvement loops
Immediate value
Potential value
Applied value
Realized value
Strategic value
Enabling value
Aspirations
Conditions
Aspirations
Conditions
Useful case
clinic
Exciting
project
Good
meeting
Challenging
inquiry
Promising
advice
Document
Relationship
Insight
Advice does
not apply
New practice
Collaboration
Different
approach
Customer
satisfaction
Improved performance
or outcome
Personal
success
Failure
Social learning team
HR recognition
Vision
Sponsorship
Transformative value
Learning activities
Value-creation
cycles
Technology
Strategic
conversations
Good leadership
Crossing
boundaries
Boundary
Aspirations
Conditions
Criteria
Institution
Identity
Practice
Landscape
orientation
Alignment
Retrospective narratives
Applications of the framework
Aspirational narratives
Feedback narratives
Aspirational narratives
Feedback narratives
Retrospective narrativesSlide68
Conditions
Aspirations
Aspirations
Conditions
Aspirations
Conditions
Aspirations
Conditions
Reframing loops
Improving loops
Immediate value
Potential value
Applied value
Realized value
Strategic value
Enabling value
Aspirations
Conditions
Aspirations
Conditions
Useful case
clinic
Exciting
project
Good
meeting
Challenging
inquiry
Promising
advice
Document
Relationship
Insight
Advice does
not apply
New practice
Collaboration
Different
approach
Customer
satisfaction
Improved performance
or outcome
Personal
success
Failure
Social learning team
Secretariat
Vision
Sponsorship
Transformative value
Learning activities
Value-creation
cycles
Technology
Strategic
conversations
Good leadership
Crossing
boundaries
Boundary
Aspirations
Conditions
Criteria
Institution
Identity
Practice
Landscape
orientation
Alignment
Learning how to learnSlide69
Support: social learning teamSlide70
Be the voice of communities across agencies
Legitimize their work in terms of strategic priorities
Help develop a sponsorship structure and negotiate accountability around communities
Social learning team
how to lead and support an initiative
Strategy
Support
Cultivation
Steward the use of technology for communities
Promote cross-structure knowledge exchange
Coordinate overall research, assessment, measurement, and reportingOffer training about communities of practice
Provide coaching to community leadersHelp with community launch and renewalSlide71
Passion for domain
Relevance to practice
Ownership of agendaInternal leadershipEnergized core group
Learning trumps power
Community rhythm
Trust
High value for time
High expectations
Engaged sponsorship
Skilled support
Distributed leadershipLack of timeLeader neglectGroupthinkBuild it and …
Stuck in complainingDe-energizing tasksRed tapeHQ - fieldCommand/controlCookie-cutter approachFad or mandateIdeologyLack of strategic thinking
Key success/failure factors
Slide72
Value propositionSlide73
Why should I care?
How will your community contribute to the strategy/mission of my organization?
Making a business casequestions from a sponsor
Why
How
What
How will you operate?
What resources will you need?
What do you expect from me? What role do you want me to play?
What capabilities will your community develop?
What new connections will it enable? What boundaries/silos will it cross?What will success look like and how will you know?Slide74
Thank you!
Etienne and Beverly Wenger-Trayner
Email:
be@wenger-trayner.com
Website:
http://wenger-trayner.com
Workshops:
http://wenger-trayner.com/BEtreat
/Slide75
Community Domain
Practice
Participation and Reification
Imagination, engagement and alignment
Identity
Identification
Sponsorship
Social learning leadership
Learning capability
Landscapes of practice
Systems convener
Boundaries
BrokeringCompetenceKnowledgeability
Vertical, horizontal and transversal accountabilityTechnology stewardingNegotiation of meaning