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Great interview highlighting some strong examples of working tech environments and components that are needed to grow and sustain. Favorite quote: "In several classrooms, I couldn't tell where the front of the classroom was. On one side of the room was an interactive whiteboard; on another side, a regular whiteboard; and the teacher's desk was on a third side. The whole space was a learning environment, and the technology was just part of the infrastructure." Makes me want to rethink me space as well.

Cator brings up some great points, especially about the finite scope of education today. Where do you find the room to add new ideas and technologies? Something has to give to make room for something new.

This article was very informative. Two things that stood out the most for me were: one - the table outlining the engagement, life of network, etc. of Cops, formal work groups, project teams, and informal networks, and two - when Wenger and Snyder said, "Communities of practice are emerging in companies that thrive on knowledge." I totally agree with this statement. Knowledge is power and power puts you on top, so it stands to reason that Cops thrive on knowledge gained. Great source.

This article from the Harvard Business Review provides a great overview for Communities of Practice and what they look like within the context of larger organizations. There is a great chart comparing CoP with other organizational groups and a good description of the hallmarks of effective CoPs.

If you think Communities of Practice or CoPs are just for education, you need to read this article. It gives great examples of non-education based CoPs, including CoPs used in the current business world. In fact, the history of CoPs is traced as far back as ancient Greece in this article. Since this article tends to focus on non-education CoPs, it gives a nice breakdown of how "teams" differ from CoPs. This concept can easily apply to the school setting since many grade levels use team/department approaches for working with students. Looking at the business examples, it's worth noting that CoPs do not just spontaneously start. They take great effort to form and develop.

This article from the Harvard Business Review discusses the use of CoPs in the business world. The author compares CoPs with more traditional group collaboration strategies pointing out the positives of Cops and how their use is changing business.

Wenger and Snyder examine communities of practice and their implementation in the business and private sectors not necessarily education centric. They provide case studies on the benefits of CoP's which show concrete production improvement demonstrating the CoPs effectiveness. The chart comparing CoP's to teams and informal networks is helpful to understanding the differences.

This article discusses communities of practice in a historical sense and provided me with some relevant background information. It also describes the several reasons that communities of practice are formed. Communities of practice, among other things, can be great for "maintaining connections with peers" or can be created for individuals to come together "in response to changes" surrounding them. I recommend this read.

While parts of this article were about ways to create and grow CoPs, I found much of this helpful when illustrating CoPs in real workplaces that formed to solve problems by sharing expertise, commonalities, and without disrupting upper-level management.

This article from Harvard Business Review explores CoPs which were fairly new to the business scene in 2000. Knowledge sharing, learning, and change were thought to be improved through CoPs, though the creation of CoPs is not a directive from management. CoPs are self created and have their own projects and leadership. The article shares a brief history of CoPs. Noted are the differences between informal networks, project teams, formal work groups, and CoPs - looking at their purpose, membership, bonds, and length of relationships. CoPs are recognized for improving company performance.

In the opening section it describes the community of practice as being different from the typical teacher development model because it reaches "beyond individuals and toward alignment". This confused me at first, because it seemed to oppose the other information about communities of practice. I had seen a community of practice as a way for individuals to find what they need. However, as I read on, I realized that it was referring to the fact that teachers are now linked to one another and can work together to find coherence and best practices.

As an English teacher I can see the value of the example in this brief. The English department gets together and reflects on similar commenting styles for students to revise papers. They study which commenting helped the best after students turned in their revised copies. My English department just had to do this type of collaboration, but we were analyzing introduction paragraphs written by students and how we could improve teaching this. Unfortunately it was one of those times that were "mandated from the top down" as the brief mentions. Our collaboration was not voluntary and our department is not cohesive. I liked this idea of creating a community of practice with my department, but I am not sure how to get everyone on board Think of the power a CoP would make if it were campus wide, cross-curricular.

A research brief produced by the National Council of Teachers of English, this publication focuses on three aspects of a successful community of practice: mutual engagement, joint enterprise, and shared repertoire. Although the phrasing is different, the central concepts are similar to other reports on this topic. It does, however, also break down the needs of institutional support as a necessary condition for these communities to thrive.

The national Council of Teachers of English reviewed Communities of Practice as they worked to develop better feedback for student writing. Successful Communities of Practice have been shown to be beneficial provided that specific characteristics are in place, including a common goal. Both face to face CoPs and online CoPs need these specific elements. What sets communities of practice apart from other professional development models is their reach beyond individuals and toward alignment

I found this article or brief by the NCTE (National Council of Teachers of English) helpful in that it gave context to how teaching organizations view of the communities practice theory. The article paints a picture of how schools try to use the theory as a framework for collaboration. I appreciated how it presented the goals of COPs in schools with some possible pitfalls. The main takeaway being that COPs are less successful when they are implemented "from the top down". It still drives home the reality however that COPs do need an organizational structure and good leadership, but that connections and shared vision are still the cornerstones of COP's. The article was published in 2011 and appears to be preparing it's readers for the wave of new media. It references blogs as emerging COPs and drives home point that online communities, while not face-to-face, still need strong leadership and organizational structure to be successful. It ends by providing questions to consider when trying to form COPs.

Re: The main takeaway is that COPs are less successful when they are implemented "from the top down". I agree with this statement, The most successful CoP that I have been involved in were initiated within the district, but the administration was not overseeing the work being done. This freedom allowed for a more relaxed and teacher supported group. The department was kept in close communication, however, as some time to open our community funds were necessary and therefore it was important to have an advocate.