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Oksana

Cultivating Communities of Practice: A Guide to Managing Knowledge - Seven Principles f... - 0 views

  • Invite different levels of participation
  • Good community architecture invites many different levels of participation. Consider the variety of activities we might find in a city neighborhood on any given day: solitary shoppers, people walking briskly to work, friends out for a casual stroll, couples chatting at an outdoor cafe, a crowd watching a street performer. Others are on the periphery, watching the action from the windows above the street. A community of practice is very similar. People participate in communities for different reasons—some because the community directly provides value, some for the personal connection, and others for the opportunity to improve their skills. We used to think that we should encourage all community members to participate equally. But because people have different levels of interest in the community, this expectation is unrealistic.
  • Alive communities, whether planned or spontaneous, have a "coordinator" who organizes events and connects community. But others in the community also take on leadership roles. We commonly see three main levels of community participation. The first is a small core group of people who actively participate in discussions, even debates, in the public community forum. They often take on community projects, identify topics for the community to address, and move the community along its learning agenda. This group is the heart of the community. As the community matures, this core group takes on much of the community's leadership, its members becoming auxiliaries to the community coordinator. But this group is usually rather small, only 10 to 15 percent of the whole community. At the next level outside this core is the active group. These members attend meetings regularly and participate occasionally in the community forums, but without the regularity or intensity of the core group. The active group is also quite small, another 15 to 20 percent of the community. A large portion of community members are peripheral and rarely participate. Instead, they keep to the sidelines, watching the interaction of the core and active members. Some remain peripheral because they feel that their observations are not appropriate for the whole or carry no authority. Others do not have the time to contribute more actively. In a traditional meeting or team we would discourage such half-hearted involvement, but these peripheral activities are an essential dimension of communities of practice. Indeed, the people on the sidelines often are not as passive as they seem. Like people sitting at a cafe watching the activity on the street, they gain their own insights from the discussions and put them to good use. They may have private conversations about the issues being discussed in the public forum. In their own way, they are learning a lot. In one community, a peripheral member attended nearly all meetings for two years, but almost never contributed. Then he was transferred to another division and, to everyone's surprise, started a similar community there. Unlike team members, community members can offer advice on a project with no risk of getting entangled in it… —Cultivating Communities of Practice Finally, outside these three main levels are people surrounding the community who are not members but who have an interest in the community, including customers, suppliers, and "intellectual neighbors." Community members move through these levels.  8  Core members often join the sideline as the topic of the community shifts. Active members may be deeply engaged for a month or two, then disengage. Peripheral members drift into the center as their interests are stirred. Because the boundaries of a community are fluid, even those outside the community can become quite involved for a time, as the focus of the community shifts to their areas of interest and expertise. The key to good community participation and a healthy degree of movement between levels is to design community activities that allow participants at all levels to feel like full members. Rather than force participation, successful communities "build benches" for those on the sidelines. They make opportunities for semiprivate interaction, whether through private discussion rooms on the community's Web site, at a community event, or in a one-on-one conversation. This keeps the peripheral members connected. At the same time, communities create opportunities for active members to take limited leadership roles, such as leading a development project that requires a minimal time commitment. To draw members into more active participation, successful communities build a fire in the center of the community that will draw people to its heat.
Oksana

The Lifecycle of Online Community Members « Scott Burkett's Pothole on the In... - 0 views

  • It is important to point out that the success or failure of an online community is usually determined by only a small percentage of the site’s audience. This loosely follows in the tradition of Vilfredo Pareto’s so-called 80/20 rule (also called the Pareto Principle). A study performed by Arthur Andersen found that only 5 percent to 15 percent of all members contributed frequently to the communities they visited. While there are always exceptions to this, the community-owner should strive to support those frequent contributors. This is the fast-track to expanding a membership base. Using the above diagram, you can see the evolution from passers-by all the way through to evangelists. The typical member starts off in the passer-by/stranger quadrant, then moves over to lurker status once they start having repeated visits to the community. Once a lurker comes “out” of the shadows and begins participating they enter into the participant quadrant. This is where they are both showing up and participating. By the time a member reaches the “evangelist” quadrant, they are quite adamant in their support of your community - even fanatical at times. This is a good thing.
  • Why did we experience such a dramatic jump in the 4th and 5th years? That’s how long it took for us to convert enough lurkers to participants, and enough participants to evangelists.
  • Once you hit a critical mass of participants, a certain number of those folks will become evangelists for your community, and will go to some pretty unbelievable extremes to promote it. These evangelists represent that aforementioned small minority that will effectively make or break your community.
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  • If you build it, they will come?
  • If you build it, they will not necessarily come.
  • Many communities fall by the wayside and close up shop because of this very reason.
  • If you build it, and promote it, they will come, at least once. It is then up to you to give them a positive impression of your community through your content, tools, presentation, and policies. It is of vital importance that these areas be addressed early and often if you want to maximize your ability to attract and retain members, and subsequently, participation.
  • important to understand a bit about the lifecycle of a community
  • When someone first discovers your online community, they are probably nothing more than curiosity seekers.
  • They may take a look around, and if they see enough value there for a possible future visit, they may possibly bookmark it. Future visits will either solidify that value for them, or convince them that there are better places to spend their time.
  • If they decide to visit periodically, they become what we call “lurkers”. These lurkers will rarely, if ever, post or publish anything within the community. Instead, they are content to simply view the musings of other community members. These lurkers are most often seeking a certain type of information, and are content to simply read the opinions of other members.
  • Eventually, some of these “lurkers” may progress into being regular participants. However, do not be fooled into thinking that you will have a meteoric conversion rate. Historically speaking, online communities have always had many more “lurkers” than regular participants.
Oksana

Invisible Participants: How Cultural Capital Relates to Lurking Behavior - 0 views

  • While participation in the activities of virtual communities is crucial for a community's survival and development, many people prefer lurking, that is passive attention over active participation.
  • This work investigates the concept of cultural capital as situational antecedent of lurking and de-lurking (the decision to start posting after a certain amount of lurking time).
  • Cultural capital is defined as the knowledge that enables an individual to interpret various cultural codes.
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  • The main hypothesis states that a user's cultural capital affects her level of activity in a community and her decision to de-lurk and cease to exist in very active communities because of information overload.
  • The hypotheses verified here make it clear that fostering receptive participation may be as important and constructive as encouraging active contributions in online communities.
  • Lurking has been studied in the past [37, 42, 43, 44, 45, 62].
  • Identifying lurkers constitutes a difficult methodological problem: Lurkers do not leave visible traces. Even if lurkers can be identified, it is difficult to approach them directly, because their identity is often disguised. This is why lurking research is interesting and challenging.
  • The main goal of this research is to study the triggers to active participation
  • We built a framework for analyzing passive and active Internet behavior based on Social Capital Theory [47] and Cultural Capital Theory [8].
  • The Social Capital aspect of our research has been described elsewhere [51].
  • This paper concentrates on the Cultural Capital and its relation to the lurking phenomenon.
  • A somewhat deeper semantic examination reveals that the English verb "to lurk" usually means "lying in wait", often with malicious intent.
  • Merriam-Webster dictionary definition of the verb "lurk" offers an additional unexpected meaning - "to persist in staying" [38]
  • To summarize, lurking is an integral and normal part of Internet behavior. It may be perceived as negative and harmful or as positive and useful. However, lurkers are present en masse. Some report the level of lurking to be 50-60% [42, 62], while others estimate it at 90% [29, 37]. This fact alone is strong enough to make research on lurkers worthwhile. Accordingly, many researchers have noted that lurkers are a major part of the Web community and should be studied [29, 31, 52, 53, 63, 78].
  • Nonnecke [42], Nonnecke and Preece [43] and Preece et al. [45] interviewed several users and classified different reasons for lurking behavior. Only the most relevant and interesting to this study will be pointed out (selected in bold in the table), not necessarily in order of importance.
  • One often stated reason for lurking is to learn about the community
  • Kraut et al. [31] point out that silent observation is an important way for novices to learn about a new topic
  • Whittaker et al. [78] define lurking-as-surveillance as peripheral participation that continues until a topic of direct interest is spotted. Donath [14] proposes that people often try to find out about other participants from the content of their postings. Nonnecke and Preece [43] define learning about the community culture as a central lurker activity - 70% of the users they interviewed stated they lurked to get to know the group better.
  • Another reason for lurking that is of special interest to this project is a sense of belonging to a group.
  • This means that in the course of the ostensibly passive activities of watching other people talk and getting familiar with the content and style of the community people feel that they belong to the community. The sense of belonging to an online community has also been reported by Beaudouin and Velkovska [5].
  • Another frequent explanation of lurking is free-riding.
  • Free-riding is defined as a use of common good without contributing to it [11, 65]. As information is frequently considered a public good [50], lurkers can be perceived as free riders. Kollock and Smith [30], Wellman and Gulia [76] and Morris and Ogan [41] discuss lurkers as free riders, referring to non active participation
  • Nevertheless, free riding connotes negative activity.
  • Another reason for lurking is information overload [25, 26].
  • This observation is related to the cognitive abilities of people to digest huge amounts of information.
  • but they do have to deal with all the messages flying around. So it is not surprising that people find it hard to keep up with very busy communities and prefer lurking there and sometimes even dropping off entirely [42].
  • He concludes that the main reason for lurking is a violent atmosphere in computer forums, dominated by young and not so well-behaved people.
  • Finally, the last reason of interest is the reaction of the community to de-lurking. In his SlashDot.com article, Katz [29]
  • Nonnecke [42] also points out that the reaction of the community to de-lurking and flaming (violent Internet behavior, see [23]) are possible reasons for lurking.
  • Soroka et al. [62] found a clear correlation between a positive first posting experience and subsequent active participation in the community.
  • If the general atmosphere in the community is bad, the reaction to newcomers is non-welcoming or an attitude to user's subjects of interest is negative, people might choose to stay silent or drop off.
Oksana

Journal of Knowledge Management Practice, - 0 views

  • The book “Cultivating Communities of Practice” represents a major milestone in knowledge management literature.  It provides a crystallized perspective by submitting an important structural model for the communities of practice based on the experiences culled from the World Bank, Shell Oil and McKinsey and Company.
  • The purpose is to invite greater inquiring into such an approach of managing knowledge in the organisation.
  • Chapter 1 introduces the communities of practice and explains why they are appropriate social structures suitable for developing and sharing knowledge in the organisation.  The value of the communities of practice lies in its ability to connect personal development and the professional identity of practitioners to the strategy of the organisation. Hence, communities of practice yield short-term and long-term benefits to both the organisation and the individual community member. 
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  • Chapter 10 enlarges the scope of communities of practice and argues that they may transcend organisational boundaries and be formed with suppliers, distributors, consumers other organisations across national borders. In closing, it suggests that communities of practice may be formed even in the society and include areas outside business such as housing, parenting, health, education and areas of practice associated to the human society. It is insightful of the authors to conceive the far-reaching applicability of communities of practice across organisations, nations and societies. This concluding chapter asserts that the need to manage knowledge is not merely restricted within the business arena.  Furthermore, the notion of communities of practice is relevant to any context so long as there is a domain of knowledge to explore and develop, a community of members who interact and a practice in which they are engaging.
  • Chapter 9 provides the strategy to design community-based knowledge initiative for the entire organisation.
Oksana

Knowledge Management, management des connaissances - Seven Principles for Cultivating C... - 0 views

  • Because communities of practice are voluntary... what makes them successful over time is their ability to generate enough excitement, relevance, and value to attract and engage members
  • Many natural communities never grow beyond a network of friends because they fail to attract enough participants. Many intentional communities fall apart soon after their initial launch because they don’t have enough energy to sustain themselves. Communities, unlike teams and other structures, need to invite the interaction that makes them alive. For example, a park is more appealing to use if its location provides a short cut between destinations. It invites people to sit for lunch or chat if it has benches set slightly off the main path, visible, but just out of earshot, next to something interesting like a flower bed or a patch of sunlight.
Oksana

Derek's Blog: Participation Online - the Four Cs - 0 views

  • ways in which people participate in online communities
  • In particular
  • the different phases people seem to go through
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  • My diagram attempts to illustrate how many participants in the online environment move through phases as they gain understanding and confidence.
  • consumer - The first phase is where participants (often referred to as lurkers) simply read and explore the posts of others. Far from being passive as the word lurker suggests, consumers can be very active participants in an online community - just not yet visible to others.
  • commentor - as this label suggests, these people make comments on others posts (either on blogs, or in discussion forums), often seeking clarification, agreeing with a statement, or offering a suggestion or link to something similar.
  • contributor - as this label suggests, contributors are those who have started their own blogs or who initiate new threads on discussion forums. They are confident about putting forth their own ideas etc.
  • commentator - a commentator is someone who frequently takes a 'meta' view of what is going on, providing a level of leadership within the community. Their contributions will often draw attention to the 'bigger picture', making links with other work - analysing and synthesising the contributions of others.
  • it's not intended to suggest that people will operate exclusively within one of these phases - there's plenty of evidence to suggest that contributors also post comments on other people's blogs etc.
  • attempt to illustrate the fact that most people appear to operate predominantly in one or other of the phases in their journey to becoming online citizens, and that there is some sort of progression that characterises this growth.
Oksana

CoP: Best Practices - 0 views

  • Legitimizing participation. Organizations can support communities of practice by recognizing the work of sustaining them; by giving members the time to participate in activities; and by creating an environment in which the value communities bring is acknowledged. To this end, it is important to have an institutional discourse that includes this less-recognized dimension of organizational life. Merely introducing the term "communities of practice" into an organization's vocabulary can have a positive effect by giving people an opportunity to talk about how their participation in these groups contributes to the organization as a whole.
Oksana

16 Core Observations of Social Design - Bokardo - 0 views

  • Humans constantly search out ways to communicate more efficiently.
  • The primary use of the Internet is communication
  • The people we know greatly influence how we act.
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  • Humans aren’t always rational, but are usually self-interested.
  • People usually compare themselves to those in their social group, not society at large.
Oksana

The Role of Status Seeking in Online Communities: Giving the Gift of Experience - 0 views

  • First, we view status seeking as a social passion that drives participants to invest time and effort in giving the gift of their experience to others without direct benefit to themselves; and second, this social passion is a reliable source of continuing participation, making it more likely that virtual communities will survive and grow.
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