Over at the Influencer blog David Maxfield has written a four post series on improving teamwork based on one of the key insights from his co-authored book, also called Influencer, which is simply changing a few behaviours can drive a lot of change. David calls them vital behaviours.
For example, the two vital behaviours David believes are essential for effective teams are:
This got me thinking. What are the vital behaviours for communities of practice?
This morning I was talking to Matt Moore about this and he suggested these two:
Both have a tragedy of the commons feel about them in that to continue to get value from the common (the community) you don’t just milk the system dry (ask questions but never answer).
Last night I gave a talk to the KMLF on Building a collaborative workplace and posed two vital behaviours for communities of practice:
While I think these vital behaviours are important I think we need to be mindful of the variety of orientations a community of practice might adopt of just find the orientation has emerged because there are likely to be vital behaviours for each one. The idea of community orientations was introduced to me by Nancy White. It’s an idea she has been working on with John Smith and Etienne Wenger in preparation for their new book on technology for CoPs. John has a good graphic on slideshare that lists the orientations as:
I suspect my second vital behaviour about members banding together only makes sense in project orientations. The other three might be universal. What do you think? What are the vital behaviours for successful CoPs?
Before you answer it’s worth considering what David says about what is a vital behaviour:
Here are some “vital behaviors” that aren’t really behaviors at all: “Respect all team members,” “Achieve all team targets.” The first is a quality, while the second is a result. The vital behaviors describe actions people can perform. A good test is to ask yourself, “If I told 10 people to demonstrate this vital behavior, would they all perform the same actions?”
About Shawn Callahan
Shawn, author of Putting Stories to Work, is one of the world's leading business storytelling consultants. He helps executive teams find and tell the story of their strategy. When he is not working on strategy communication, Shawn is helping leaders find and tell business stories to engage, to influence and to inspire. Shawn works with Global 1000 companies including Shell, IBM, SAP, Bayer, Microsoft & Danone. Connect with Shawn on:
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