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Review Cultivating Communities of Practice by Etienne Wenger Richard McDermott William M Snyder

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Today's economy is fueled by knowledge. Every leader knows this to be true, yet few have systematic methods for converting organizational knowledge into economic value. This book argues that communities of practice--groups of individuals formed around common interests and expertise--provide the ideal vehicle for driving knowledge-management strategies and building lasting competitive advantage. Written by leading experts in the field, Cultivating Communities of Practice is the first book to outline models and methods for systematically developing these essential groups. Through compelling research and company examples, including DaimlerChrysler,

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Book ID Asin: 1578513308
Book Title: Cultivating Communities of Practice
Book Author: Etienne Wenger,Richard McDermott,William M. Snyder
Book Format and Price:
Book Format Name: Kindle
Book Format Price: $25.68
Book Format Name: Hardcover
Book Format Price: $17.59
Book Price: $17.59
Book Category: Books, Science & Math, Mathematics and unknown
Book Rating: 124 ratings

Cultivating Communities of Practice by Etienne Wenger,Richard McDermott,William M. Snyder Book Review

Name: M. A. Netzley
Rating: 4.0 out of 5 stars
Title: Interesting and Practical Guide for Organizational Leaders
Date: Reviewed in the United States 🇺🇸 on December 21, 2003
Review: The metaphor in this book's title says it all. Wenger, McDermott, and Snyder have written a practical guide aimed at helping you grow and develop semi-informal communities capable of having a life of their own. The model they put forward is fairly simple and easy to understand.
Communities of practice, according to the authors, have three essential focal points. The first is the "domain" which is essentially the topic area or subject that people gather around to discuss, learn, and improve. Next is the "community" which includes the people who want to learn, share, and engage one another. In the words of the authors, these communicating people are the "social fabric of learning." Finally you have the "practice" which is a specific set of frameworks, tools, information, language, stories and documents that the community shares and produces with one another. All communities of practice must address the domain, community, and practices if they are going to be successful and meaningful.
With this framework in mind, the authors go on to discuss how communities of practices move through five idfferent stages--from potenital to transformation--as they mature. The majority of the book discusses the opportunities and obstacles that we face when working with a community of practice throughout the five stages. Many key ideas emerge in these chapters. Stewrdship seems to be more important than management. We cannot expect communities of practice to only solve the problems we face (which they can), but we must also expect them to create problems of their own. Building connections and aiming to add value to each community member should be an early priority. These statements are just a small sample of the ideas discussed.
Finally, the book ends by discussing how you might measure the value added and how community-based knowledge initiatives can help an organization improve its overall learning and performance.
No doubt the addresses a "soft" topic. My reaction is that effectively stewarding a community of practice requires a fairly unique person who is able to work for the good of the group and has particularly strong networking and opportunity identification skills. That said, the authors do a superb job of helping us see exactly what skills are needed for growing our own community.
This is a highly practical and easy to read book. I read this cover-to-cover in a single day. The theory of communities of practice is largely limited to only essentials and most of the time is spent helping the reader see how communities operate. If you are looking for advice about how to form a learning or discourse community around a particular issue or topic at work, or if you are interested in forming a collegial group that shares and learns about a topic, then this book is for you. This book is very much about life long learning in a professional context. It presents the community of practice as a nice alternative to the formal team or ad hoc committee. In short, this is a users' guide for meaningful and productive knowledge management groups and learning communities.

Name: Bas Vodde
Rating: 4.0 out of 5 stars
Title: Excellent work on Communities of Practice
Date: Reviewed in the United States 🇺🇸 on August 11, 2008
Review: Cultivating Communities of Practice is the second book from Wenger which is only about Communities of Practice (COP). The first book was a little dry and academic (and intended to be), but this book is your typical business book, which makes it easy to read. Wenger is teaming up with Richard McDermontt and Willian Snyder, which probably helped a lot in the amount of real-life stories in the book.

The books can be separated in two major parts. The first five chapters are about just about COP and the last five chapters are about COP related to other topics.

The first two chapter are introduction chapters which talk about what COP is and what their value is to the organization. It also does a good job in separating COP from other communities. The three main elements of a COP is domain, community and practice. A COP related to a domain, creates or has a community and owns a set of practices within that domain. They are self-managing and emergent, which means that in organizations its hard to create them -- you need to cultivate them.

The third chapter talks about the cultivation and the principles of doing so. I probably liked this chapter most, it's concrete and clear. It can be used directly in organizations who would like to promote communities.

The next two chapters describe a typical life of a COP and the different stages they go through. Knowing the typical stages helps in deciding your actions to cultivate them.

Interestingly, I wish I would have stopped reading after chapter 5. (which the exception of chapter 7). At this point I thought the book was one of the most interesting books I've read in a while, but then the second part was disappointing to me. Chapter six talks about distributes COP. It is still important, but somehow the tone of the chapter changes (or did my mood reading it?). Chapter seven was good again, about the downside or dysfunctions of COPs and what to do about it.

Chapter eight, about measuring the value of COP, completely lost my interest. The writing style seemed to change (different author?) and the emergent, self-managed tone of the first couple chapters changes to a more controlling tone. The examples also changed and most related to McKinskey.

Chapter nine is the typical "change" chapter of business books and describes the stages for implementing COP in organizations. Chapter ten tries to predict the future of COP. Though I felt chapter ten just miserably failed and it even seemed the authors moved away from their previous definition of COP and talked about communities in general.

After the first five chapters, I would have rated this book five stars and would have recommended it to everyone. Though, the last five chapters would just be a three star rating, so I'll go for the average here.

I'd strongly recommend to buy this book and read chapter 1-5 and 7.