APPLYING SENSE-MAKING METHODOLOGY TO ESTABLISH COMMUNITIES OF PRACTICE: EXAMPLES FROM THE BRITISH COUNCIL

Bonnie Cheuk
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Bonnie Cheuk: British Council, 10 Spring Gardens, London SWIA 2BN, United Kingdom

Chapter 6 in People, Knowledge and Technology:What Have We Learnt So Far?, 2004, pp 55-65 from World Scientific Publishing Co. Pte. Ltd.

Abstract: AbstractThis paper introduces readers to Dervin’s Sense-Making Methodology and demonstrates how the British Council has applied it to build communities of practice. Sense-Making is based on a set of assumptions which challenge some fundamental knowledge management thinking. The Sense-Making assumptions imply the need for alternative procedures to be implemented to build and nurture communities of practice. Three primary applications are discussed: (a) conducting interviews to understand user needs; (b) managing best practices and worst practices; (c) designing face-to-face or online discussions. They are followed by four actual applications of Sense-Making Methodology in designing a Knowledge and Learning Community within the British Council in the areas of: (a) conducting user studies; (b) designing site navigation; (c) determining what documents members should share on the community intranet site; and (d) justifying the ROI of community building activities, This paper aims at stimulating further thinking and debate in adopting theoreticaily informed approaches to implement knowledge management.

Keywords: Knowledge Management; Innovation; Communities; Collaboration; Knowledge Sharing; Culture; Knowledge Creation; Knowledge Management Strategies; Knowledge Discovery (search for similar items in EconPapers)
Date: 2004
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