About once a month I climb into my 2005 silver Sable and drive the 75 minutes to Troy, Michigan to meet with my Community of Learners colleagues. The half-day gathering always begins with hugs (at least from those of us who are regulars), something nourishing (or decadent) to eat, and a warm welcome to any and all newcomers.
As we check in and move into our learning topic for the morning, it’s evident that we share a common passion for the organizational development (OD) work we do as internal and external consultants and coaches to various leaders, leadership teams and organizations. Our common work as OD professionals provides the point of connection, but it’s the unique background, experience, philosophy and area(s) of expertise we each bring to that work that results in the stimulating conversations we enjoy. No matter what the topic of the morning is, there is always something new to learn or share.
This loosely-organized group of OD professionals serves as a community of practice to its members. Researcher and consultant, Etienne Wenger, defines a community of practice as a group of “people who share a concern or a passion for something they do and learn how to do it better as they interact regularly.”
Communities of practice differ from other forms of self-organizing groups. They are not the same as teams, task forces, interest groups or networks, though with all these forms there are elements in common. Three characteristics define a community of practice:
- The domain: A community of practice is not just a group of friends or a network of connections between people – it has an identity defined by a shared domain of interest. Membership implies a commitment to the domain, and therefore a shared competence that distinguishes members from other people.
- The community: In pursuing their interest in their domain, members engage in joint activities and discussions, help each other and share information. They build relationships that enable them to learn from each other. Members of a community of practice do not necessarily work together. The Impressionists, for example, used to meet in cafés and studios to discuss the style of painting they were inventing together. These interactions were essential to making them a community of practice, even though they often painted alone.
- The practice: A community of practice is not merely a community of interest – people who like certain kinds of movies or music, for instance. Members of a community of practice are practitioners. They develop a shared repertoire of resources, experiences, stories, tools, ways of addressing recurring problems – in short, a shared practice. This takes time and sustained interaction.
According to Wenger, “It is the combination of these three elements that constitutes a community of practice. And it is by developing these three elements in parallel that one cultivates such a community.”
In the knowledge and experience economy in which we live and work today, informal and more formal communities of practice can help us all get better at what we do – and enjoy the camaraderie and friendship of those who share our interests as we problem solve, share information, challenge assumptions, and create new learning together.
The Community of Learners, which I’ve been privileged to be a part of for the past several years, has changed and evolved over time based on the needs and interests of its members. However, several things have remained constant: the shared passion and commitment to our chosen work (in the many forms it takes), the joy of learning and growing independently and together, and the warmth of friendship and community.
It’s well worth the drive.
What experiences have you had with communities of practice? How have they been helpful to you in your professional growth?
[tags] community of practice, organizational development, OD Network, Etienne Wenger [/tags]
