Bridges to Communities:

A Group Analytic Perspective on Building Communities of Practice

John Storck

Boston University

Lauren E. Storck

Harvard Medical School

Abstract

Communities of practice are emerging as useful organizational groups, providing fertile ground for creative problem solving and organizational development. In this paper, we argue that:

1. Group analysis – a field that values collective efforts and the potential for deep learning and creativity in groups – helps us understand how communities of practice function;

2.  By applying group analytic principles, organizations can sponsor the development of useful communities of practice, rather than depend on their spontaneous development; and

3.  Our new three-phase development model of groups (membership, awareness, and identity) will support and frame management thinking about communities of practice.

Our conclusions are based on data collected in several large multinational organizations during the past two years, where we have observed that communities of practice are especially useful for management of change. This is clearly an increasing requirement in our global economy, whether it be change in people, product, or technology.