Chief Learning Officer - October 2007 - (Page 47)

Business Education Facilities knowledge into standard work processes, tacit knowledge becomes explicit and is no longer subject to loss when someone leaves the organization. By instilling these structured processes, an organization can create communities of practice throughout and flow knowledge and action to where they are need. Figure 1 is an example of the various roles and responsibilities an IPMT would have. The more that is invested into the structure of communities of practice, the greater the value the organization (and, ultimately, the consumer) will realize. In regard to focusing on customer satisfaction and the quality and products the organization provides, IPMTs perform a critical role in interpreting what’s going on through a series of sense-making activities and then leading action. As displayed in Figure 1, the IPMT can be structured into a series of subteams, but as supplier bases span the globe, the challenge of command and control of knowledge becomes more challenging. Therefore, a network of communities of practice that are governed by process and procedure can facilitate rapid understanding and action. There is a model to facilitate an integrated network of communities of practice — the VISION network is based on the expectation of the VISION process (which stands for Verify the problem or challenge, Investigate the true root cause, Standardize the solution, Integrate the solution enterprisewide, Optimize the process and No recurrence shall ever occur). In short, an organization protects customers by engaging in learning and sharing of knowledge. The challenge, as with most organizational processes, is discipline and commitment. Not every problem should go through a process such as VISION, but those that have the potential to cause harm or have substantial cost certainly should. Figure 2 illustrates how a VISION network might be structured. In the end, learning occurs within a larger distributed community, and the resulting knowledge is retained in new standard work documents (descriptions of how to perform a process or to create a product design). This represents the latest understanding within the community and includes the “know capability” to execute processes and designs. So, as an IPMT within a community network obtains new knowledge, it is integrated into the community’s standard work. This turns the tacit into explicit and allows for retrieval and reuse. Applying tools and processes within communities of practice allow for retention and knowledge sharing. The IPMT and VISION network models are examples of how structure and process can be brought to operational learning. Without such processes, organizations are doomed to relearn the same knowledge over and over again. In a final example of operationalizing communities of practice, ASQ has recognized that the development of the quality profession is one of its primary purposes. As such, ASQ is developing structured community of practice processes throughout its membership base. Just right. Business education facilities with just the right technology No matter what level of technology your next training event calls for, MicroTek has the right solution. Whether you need to rent one computer-equipped classroom with a secure port-to-port connection, or hundreds of classrooms with high-speed internet, we have it all. You get comfortable, affordable facilities where you can connect with today's most advanced technology. The right equipment, every time. Increase your flexibility to train when, how and where you want. MicroTek is where hospitality and technology merge to provide the optimal learning environment. We supply world-class facilities with all the amenities, the computer hardware, and award-winning IT support - complete with expert software image management. All you need to do is just show up and teach. To learn more about how you can connect with the most advanced technology for business education, call us today at 1-800-207-9620 Just show up and teach.™ Business Education Facilities www.mclabs.com/clo © Copyright MicroTek 2006 http://www.mclabs.com/clo http://www.mclabs.com/clo

Table of Contents Feed for the Digital Edition of Chief Learning Officer - October 2007

Editor's Letter Table of Contents Letters to the Editor Taking the Lead Trends Best Practices Effectiveness Guest Editorial Elements of Social Media Arrive on the Learning Scene Trend Micro: Making Learning More Modular CLO Profile Learning’s Role in Talent Management INTTRA: Using Global Learning to Better Enable Talent Management Operationalizing Communities of Practice U.S. Army: Sharing Lessons from the Field Looking Back, Moving Forward Leveraging Business Data to Develop Strategic Learning Solutions Chrysler LLC: Metrics, Score Cards and Automobiles Advertisers' Index Editorial Resources Connecting the Dots: Recognizing Talent Development Differences at Nonprofits Nonprofits in Health Care: Learning at ENH Case Study Business Intelligence Case Study In Conclusion

Chief Learning Officer - October 2007

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