A revolution in the sharing of knowledge…
Page 113 
Processes, Communities of Practice, and Culture (continued)
Chapter 5
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Communities of Practice and Other Organizational Structures |
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| Organizational Structures | |
Purpose/Membership | Characteristics | |
| Communities of Practice |
Create, expand, and exchange knowledge and develop individual capabilities/Self-selection based on expertise or passion for a topic |
Fuzzy boundaries Held together by passion, commitment and informal teaming through identification with community |
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| Formal Departments |
Deliver a product or service/Everyone who reports to group manager |
Clear boundaries Held together by job requirements and common goals |
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| Operational Teams |
Take care of an ongoing operation or process/Membership assigned by management |
Clear boundaries Held together by shared responsibility for the operation |
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| Project Teams |
Accomplish a specified task/People who have a direct role in accomplishing the task |
Clear boundaries Held together by project goals and milestones |
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| Communities of Interest |
Be Informed/Whomever is interested |
Fuzzy boundaries Held together by access to information and sense of like-mindedness |
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| Informal Networks |
Receive and pass on information, know who is who/ Friends and business acquaintances |
Undefined boundaries Held together by mutual need and relationships “Know-Who” is intellectual capital |
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| Adapted from: Etienne Wenger, Richard McDermott, and William M. Snyder, Cultivating Communities of Practice, 2002. | ||||
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