Building a Community of Practice: Technological and Social Implications for a Distributed Team

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Author(s): Pete Bradshaw (Anglia Polytechnic University, United Kingdom), Stephen Powell (Anglia Polytechnic University, United Kingdom)and Ian Terrell (Anglia Polytechnic University, United Kingdom)
Copyright: 2004
Pages: 18
Source title: Knowledge Networks: Innovation Through Communities of Practice
Source Author(s)/Editor(s): Paul Hildreth (Independent Knowledge Management Consultant, UK)and Chris Kimble (University of York, United Kingdom)
DOI: 10.4018/978-1-59140-200-8.ch016

Keywords: Information Science Reference / Knowledge Management / Library & Information Science

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Abstract

This chapter looks at the work of a team of remote workers and how they have developed into a Community of Practice (CoP). It explores the roles that technology and communication methods have in the formation and development of the community. In telling the story of the progression from a team of individuals to a CoP, the chapter provides a practical guide to others wishing to do the same. Two aspects of the work of the team are considered in depth: • Building communication systems across a Distributed CoP • Building commitment, ownership, engagement and focus in a Distributed CoP The team and community on which the chapter is based is one of some 20 people working remotely for Ultralab, a learning, technology and research centre in Chelmsford, UK. The work of the team is online facilitation for the National College of School Leadership (NCSL). The team meet together approximately four times a year, using an online community space, the Facilitators’ Forum, as their day-to-day working space.

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Building a Community of Practice: Technological and Social Implications for a Distributed Team

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