CoP: an Introduction: "

Formal corporate structures may be good for allocating resources, making large decisions and aligning accountabilities but they are insufficient to the development, application and spread of knowledge. The informal nature of communities is much more conducive to learning, continually increasing mastery and development of new knowledge.
The idea of 'Communities of Practice' is taking hold in this time of increasing awareness of the value of knowledge. While the form of these has changed over the centuries, development of productive capacity has always taken place in communities of practice where the masters are at the core and those wanting to become masters form the community. In much earlier times, the only way to learn was as an apprentice, a 'junior member' of such a community.
The advancing levels of knowledge, education and communication in current times have given new life, form and meaning to this idea.
The particular feature of 'communities of practice' in corporations is that they are also 'communities of commitment'. That is, they are formed around shared commitments to have the knowledge and practice be applied, effective and produce results that forward the interests of the whole. The practices are focused on performance in co-operative ventures in a competitive environment.
These combinations of practice and commitment which are at the heart of 'Communities of Practice' allow for processes which are dramatically more effective than ordinary work practices. It is only when we feel we are members of a community, together and supporting each other in our endeavors, do we feel secure enough and comfortable enough to challenge and be challenged in ways that move things forward rapidly and can be counted on to produce results. Formal review processes, no matter how 'tough', can "