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Je ideální nechat řízení firmy na zaměstnancích? V některých případech to může být optimální model

Communities of practice, or komunity praxe in Czech, are informal groups that share knowledge and expertise within a specific domain. First described in the 1990s in the USA, these communities have since been recognized as a common type of social group found in various areas of human activity, from work to leisure.

These knowledge communities fulfill three key criteria: members share a common interest or domain, they have strong social relationships within the group, and they actively share knowledge and experiences. This natural sharing of knowledge among members not only fosters the creation of new knowledge but also creates a supportive and engaging social environment. Members of Communities of practice often find a sense of belonging and security within these groups, especially in uncertain times.

Organizations and companies have quickly realized the potential of utilizing Communities of practice in their managerial models. This flexible model promotes knowledge sharing and innovation within the company. Employees are organized into small groups that meet the criteria of Communities of practice, allowing for self-directed teams that communicate directly with customers, make decisions about their work, and manage their own resources.

One example of a company that successfully implemented Communities of practice is the French company FAVI, specializing in pressure die-casting for various industries. FAVI organized its 500-600 employees into self-directed mini-factories, each with its own customer or support function. The mini-factories communicated directly with customers, solved their problems, and limited the number of employees to strengthen personal relationships and create a sense of community.

In each mini-factory, a leader was appointed to coordinate activities with other mini-factories, reducing conflicts, speeding up decision-making, and fostering solidarity. This model helped FAVI navigate economic crises and maintain employee satisfaction. However, after a change in ownership, FAVI shifted away from this model, negatively impacting the company’s performance and employee satisfaction.

Another organization that utilizes Communities of practice in its managerial model is the Dutch organization Buurtzorg, operating in social services in approximately 24 countries. With over 10,000 employees divided into teams of twelve, Buurtzorg focuses on holistic care, humanity over bureaucracy, collaboration, and freedom in care provision. Similar to FAVI, teams are responsible for self-management and providing services to clients, with an information system connecting teams for knowledge sharing and support.

While Communities of practice offer numerous benefits, this managerial model may not be suitable for every company. It requires a non-traditional distribution of power, with employees leading the organization rather than managers. Clear and shared goals, along with a different set of values and communication strategies, are essential for successful implementation. Employees must also be capable of working independently, self-managing, and fostering friendly relationships with colleagues.

In conclusion, Communities of practice offer a unique approach to knowledge sharing and innovation within organizations. By fostering a sense of community, encouraging self-management, and promoting collaboration, this model can lead to increased productivity, employee satisfaction, and adaptability in a rapidly changing business environment.

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