Communities and Collaboration

More and more organisations have recognised the importance of communities of practice as a mechanism for developing their people and encouraging effective collaboration and knowledge-sharing.

Communities of practice - loose networks of people working in a particular field but often separated geographically - are also strongly promoted by IT providers, who have developed a range of software tools to facilitate on-line collaboration.

In truth, communities of practice have always existed, before IT software came along, but we took them for granted. Practitioners have their professional associations, from surgeons to electricians, as well as less formal self-help networks. And we get together in associations in our private lives as well, whether it's horticultural societies or walking clubs, to enjoy the company of people with whom we have a shared interest and to pick up some useful tips along the way.

The industrial, hierarchical approach to organisations which dominated the 20th century tended to minimise the contribution that communities could make. People were more likely to follow standard processes devised by someone else, than be expected to show initiative and adaptability. Now, as flexibility and creativity are valued much more in tackling complex workplace problems, we can see the contribution that communities can make.

To be effective, communities should combine social contact with the achievement of business objectives and personal development goals. By getting to know people, recognising shared interests, and building up a series of positive events (e.g. where someone has helped you sort out a particular problem), trust is created. It's trust which is the essential basis for effective collaboration and knowledge sharing.