Communities of follow (networks) lie at the heart of successful knowledge management in most organisations. They're the lifeblood of informal exchanges of knowledge. Usually, communities go through a series of stages as they develop. This text, drawn from a best-selling information management fieldbook by its author, identifies the key steps concerned in creating and sustaining a successful community of practice, providing practical hints and tips for each part of the lifecycle.
The guidelines below are drawn from the book "Learning to Fly - Sensible knowledge management from leading and learning organisations" (Chris Collison and Geoff Parcell), and sets out a number steps to launching, energising and sustaining communities of practice (networks) in an organisation.
1. Coming up with
Gather together a listing of potential participants. Use referral - raise people if they will advocate others in the organisation who ought to participate. Consider a broader membership to introduce diversity. Would your network profit from having members NOT closely associated along with your domain of interest - to herald a different perspective?
2. Decide: go/no-go
Check for duplication or overlap with alternative networks/groups, verify the requirement for the network and create a transparent go/no-go decision.
Is that the scope realistic, or is the topic area too broad for a single network? Take some soundings from potential members and think about splitting to make two or additional sub-networks if appropriate.
Obtaining started
3. Hold a face-to-face start-up workshop
Ensure that this includes a social activity to create relationships and trust. If most of the interactions are possible to be via e-mail or phonephone, it is vital to build relationships face-to-face.
4. Draft a "charter" collectively
Develop a easy "charter" that might include:
" the rationale and scope for the network,
" the key roles (facilitator, sponsor etc.),
" the expectations in terms of individuals's time commitment (do members need facilitate in securing "air cowl" from their managers?),
" a "code of conduct" - how members will work along, and key processes/tools,
" a sense of "what success appearance like", and any acceptable KPIs. (however avoid over-burdening a network with measures at the early stages of its growth)
5. Take into account tools for support
Check the out there tools and their distribution across the members, notably for a network which crosses organisational boundaries.
6. Appoint a facilitator
The responsibilities of the Network Facilitator, some of which, in follow, may be shared with others within the network, could embody:
" organising network meetings/teleconferences;
" maintaining network distribution lists;
" owning and ensuring the maintenance of shared data/data resources;
" monitoring the effectiveness of the network, and stimulating and prodding network members when applicable;
" acting as a focal point for the network, each internally and for those outside the network
Note - a network facilitator would like not be the "subject expert". Way a lot of necessary is the flexibility of that person to involve and embrace others, and to figure behind the scenes to keep the network "on the boil".
7. Set up an e-mail distribution list and send a launch e-mail
Establish an e-mail distribution list for your network comprising the potential membership names identified. This could facilitate more communication.
The Network facilitator ought to be identified as the owner of this, and can add or delete individuals from this distribution themselves.
Send an initial e-mail to set out the dialogue.
Building momentum
8. Seed the discussion with some questions
Establish the behaviours by asking a question on behalf of a member with a specific need (have the members do it themselves if potential).
In the first stages it's important to demonstrate responsiveness. The facilitator ought to be ready to select up the phone and press for answers behind the scenes.
9. Publicise the network
What communications media exist within your organisation? Can you write a brief news article in a very relevant internal or external magazine that describes the network and its aims?
10. Advertise quick wins
When you get answers to queries, or the transfer of concepts between members, celebrate and build sure that everyone is aware of
11. Monitor activity...
Monitor the discussion forum/Q&A effectiveness:
" Frequency of contribution,
" Frequency of response.
" Number of unanswered questions
" For larger networks - range of joiners/leavers
12. Maintain connectivity
Schedule regular teleconferences, summarise successes, develop a listing of "frequently asked queries" and a shared team house/website.
Renewing commitment
13. Refine the membership
For large networks, send an e-mail to existing members reminding them to let you recognize if they would really like to be aloof from the list. Better to own a smaller cluster of committed members, than a larger cluster with variable commitment.
14. Maintain face-to-face conferences
Think about an annual face-to-face meeting to renew relationships and introduce any new members
15. Keep the main focus on business issues
Continue to solicit queries and answers - publicise a lot of success stories.
16. Review performance
How is that the network performing in relation to its performance contract, mission, KPIs? Are there still regular samples of success stories?
17. Take a look at commitment
Do not be afraid to threaten to "switch off" the network and take a look at the response of members. People will soon object if they strongly believe in it!
Is it time to "sunset" your community? Or to reinvent it?
Take into account Options
Decide for the longer term:
" Continue?
" Celebrate & shut?
" Redefine the deliverables/scope?
" Divide into sub-networks?
Conclusion
Launching and supporting successful communites of observe is one in every of the foremost effective ways in which to sustain your investment in data management. It takes thought and energy to get started, but with the proper folks, and also the steps made public above, they'll bring KM to life in any organisation.
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Aaron R Daniel has been writing articles online for nearly 2 years now. Not only does this author specialize in Networking, you can also check out his latest website about:
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