Iemand stelde de vraag: hoe hou ik CoP's (Communities of Practice) vitaal dachten te houden. Zij kregen het op allerlei manieren niet voor elkaar, en dat is wel heel herkenbaar (zie KM knowledge board):
We experience the same problems (who not?). We started a new approach:
1. Incorporate internal knowledge sharing in the customer expectation.
2. Embed knowledge sharing in the work processes.
3. Organize a CoP for quality assuring and a moderator to foster the CoP.
The key is: make knowledge and sharing expertise a product and therefor is encouraged by the customer.
I work for an internal audit department of a large global Bank/Insurance company. Audit observations made by an auditor in Hong Kong, can be of value for an internal customer(auditee) in Atlanta. They are selling the same product, using the same system, experience the same risks or whatever. By making clear that customers can expect us to share generalized findings on common risks in a specific area with him. So we can sell internal knowledge as a product and don’t have to see capturing it as a burden.
To do so we have to anchor the capturing of findings into the work processes. To ensure constant capturing and assure quality we have assigned experts per knowledge area on world wide. These experts collect, discuss and verify the general findings and promote their use in communication with the (internal) customer. The expert group is in fact the CoP with a customer driven purpose.
Maybe this helps. I see examples of this working in large Audit Firms, and Consultancy bureaus. Why not for public services or even political parties.
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