The document discusses communities of practice, which connect people with shared interests or jobs. It explains that communities of practice can share knowledge, solve problems collaboratively, and build expertise. The document then provides details on establishing and facilitating communities of practice, including defining roles, using virtual tools, and evaluating effectiveness.

1. Community of Practice
Your C ompany N ame

2. 2
Introduction: What is a Community of Practice?
Value and Benefits
Stages of Community of Practice
Community of Practice Charter
Specify Roles & Responsibilities
Facilitation - A Social Art
Architecture of a Virtual Community of Practice
Establishing a Community of Practice
Evaluating a Community of Practice
Content

3. Introduction: What is a Community of Practice (CoP)?
Connects people who may never come into contact otherwise
Provides a shared context for people to communicate and share information
Captures and diffuses existing knowledge
Enables dialogue between people who have an interest in solving the same or
similar problems
Introduces collaborative processes and encourage the free flow of ideas and information.
Helps people organize around purposeful actions
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4. Value and Benefits
4
A ‘support’ network for existing and potential work
Continued building of intellectual capital
and leadership development capability
A group of interested and
passionate colleagues to discuss
‘issues’ pertinent to
program development
Recognized credibility and ‘trusted
advisor’ status based on knowledge of
best practice design, development and
delivery of leadership development
Ability to expand the ‘community’ to include external
practitioners, consultants and other experts
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5. Community of Practice Charter
5
Components
Specify here actions your community will take in order to
fulfill its mission and vision
Specify about the audience you want to serve and the
leadership structure
Mention here statement about the ultimate outcomes
and value of the community.
Mention here statement about the core purpose of
the community
Mention how you want to operate the community
Elaborate about the environment that creates the need
Details
Background
Membership
Vision
Mission
Principles
Goals
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6. Stages of Community of Practice
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Transformation
Potential Coalescing
Maturing
Stewardship
Communities naturally transform or die.
Sometimes communities split into new
communities or they merge with other
communities. Sometimes they lose
relevance and die
This involves loose network of
people who recognizes common
interests around a key issue
Community establishes the value of
sharing knowledge and develops
relationships and
sufficient trust
Community clarifies its focus, role, and
boundaries. Shifts from sharing tips to
developing a body of knowledge
Community must maintain its relevance and its
voice, keep the tone and focus lively and
engaging, and keep itself on the cutting edge
Community of Practice
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7. Specify Roles & Responsibilities
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Roles
› Manages the technical and administrative aspects of the community
› Add text here
› Stimulates participation and value for members
› Add text here
› Responsible for adding content in the form of discussions and materials that advance the
mission of the CoP
› Add text here
› View, use, and disseminate content beyond the CoP but do not contribute to the content
› Add text here
Administrator
Facilitator(s)
Contributors
Lurkers
Responsibilities
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8. Facilitation—A Social Art
8
Translate information related to
research & policy into easy-to-
understand language
Pay attention to details
that show you value
individuals
Hire new
members to the
community
Highlight the
contributions of all
members
Keep track
of expertise
Always try to increase the
participation among the
members
Ensure that dissenting
points of view are heard and
understood
Be alert regarding the
participation levels and check
in with members to ensure
needs are being met
Listed here
are a few
tasks of a
facilitator:

9. 9
A virtual CoP architecture must be created with following considerations
Size of CoP
Support Needed
Activities vs. Features
Cost
› Varies from one software package to the next
› Add text here
› This may affect the software features you need
› Will also impact the cost of most software
› Important to determine how much support you need
› Add text here
› Important to find a match between projected CoP activities & software features
› Add text here
Architecture of a Virtual Community of Practice
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10. Establishing a Community of Practice
Inform development and mutual understanding around
› Membership and behavior
› Expectations and outcome
› purpose and activities
Define the group’s domain
› Establish common ground
› Define common identity
› Add text here
Understand the group’s community
› Creating the social fabric of the group
› Helps to o foster interactions and relationships
based on mutual respect and trust
› Add text here
Establish the practice
› Create frameworks tools & ideas
› Set up the means through which information is shared
among the group members
› Add text here
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11. Evaluating a Community of Practice
Detailed Task List
Develop a list of tasks that
need to be done to launch
your virtual CoP
Weekly Evaluation
Meet weekly to evaluate
progress on task list and
address challenges immediately
Pre-Launch Changes
Make final changes
based on beta test
Beta Test
Invite colleagues to test your
virtual CoP before you
officially launch the site
Continued Evaluation
Continue to take feedback
from members after the
launch of your CoP
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12. Community of Practice Icons Slide
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13. 13
Additional Slides

14. 14
Our Mission
Vision
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Mission
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audience's attention.
Goal
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15. Our Team
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Name Here
Designation
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Name Here
Designation
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Name Here
Designation

16. Our Goal
Goal 01
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Goal 02
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Goal 03
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17. Preferred by Many
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Target Audiences
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Value Clients
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About Us
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18. 18
Financial
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audience's attention.
Minimum
Medium
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audience's attention.
Maximum
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20%
30%
50%

19. Comparison
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VS
Desktop Users
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70%
40%
Mobiles Users
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20. Timeline
20
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2020
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2019
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2018
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2017

21. Thank You
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Email Address
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Contact Number
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Address
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