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- A Paradox of Management.
- Dreaming of the Council Ways: True Native Teachings from the Red Lodge.
- This Golden Land!
- Leveraging Communities of Practice for Strategic Advantage?
- Alas, Iraq.
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Pages can include considerable notes-in pen or highlighter-but the notes cannot obscure the text. Dust jacket quality is not gu D Butterworth-Heinemann, Howarth, Ph. An excellent source for practitioners on this important topic and a much awaited addition to Saint-Onge's groundbreaking work in intellectual capital and tacit knowledge.
The enlightening insights and new perspectives are presented with clarity in an enjoyable conversational style that will make people want to read it in a single sitting and then come back to the work time and time again. In this book, Hubert Saint-Onge and Deb Wallace generously share their years of experience, from the strategic conceptual plane to the tactical implementation process. It is an essential companion to anyone seriously considering Communities in an organizational setting.watch
Vogt, Founder and Director, Communispace Corporation; CEO, the Interclass Network "In spite of the billions of dollars we spend on training every year, we now know that most adult learning happens person-to-person and by actively applying new ideas. Communities of practice stimulate and support the type of learning that leads to innovation and better results.
This book is a gold mine for understanding how to stimulate and support communities of practice. Introduction; Setting the context for communities of practice: Increasing capabilities in the knowledge-driven organization; Communities of practice: high-trust vessels for increasing capabilities; Situating communities of practice in a strategic context; A Blueprint for Building Communities of Practice; Building communities of practice as a strategic tool: The community development process model; Phase I: community design and launch; Phase II: community implementation and growth; Establishing community value: measurement and reflection; Creating communities: a course of action; Community design and launch: illustration of activities; Community implementation and growth: illustration of activities; Communities as catalysts for change; Appendix: Community development: quick-start toolkit.
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Leveraging Communities of Practice for Strategic Advantage : Hubert Saint-Onge :
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For both formats the functionality available will depend on how you access the ebook via Bookshelf Online in your browser or via the Bookshelf app on your PC or mobile device. They value their collective competence and learn from each other, even though few people outside the group may value or even recognize their expertise.
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. A website in itself is not a community of practice. Having the same job or the same title does not make for a community of practice unless members interact and learn together. The claims processors in a large insurance company or students in American high schools may have much in common, yet unless they interact and learn together, they do not form a community of practice. But members of a community of practice do not necessarily work together on a daily basis.
The Impressionists, for instance, used to meet in cafes and studios to discuss the style of painting they were inventing together.
- Defining Communities of Practice.
- Communities of Practice - P2P Foundation!
- Leveraging Communities of Practice for Strategic Advantage | ScienceDirect.
These interactions were essential to making them a community of practice even though they often painted alone. A community of practice is not merely a community of interest--people who like certain kinds of movies, 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.