CCDN COP presentation final
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The document proposes a "Cricket Club Development Network" community of practice to address challenges facing cricket clubs. It would be a peer-driven learning network for club managers on LinkedIn to share expertise, best practices, and solutions. The network would go through phases including connecting members, building resources, engaging members in discussions, enabling collaboration on issues, and adapting to generate innovations over time. This would help develop club capabilities, raise skills, and collectively advance knowledge to benefit club operations and management.
CCDN COP presentation final
- 1. Cricket Club Development Network: a community of practice proposal John Swannick uk.linkedin.com/in/johnswannick/ © John Swannick 2015
- 2. Context • Cricket is confronted with growing challenges and a rapidly changing environment where change will only accelerate • The centre – ECB or County Boards - cannot deliver all that is required with resource limitations and lack of local footprint • Clubs must be one answer to promoting the playing of and watching cricket • Mutual lack of understanding and appreciation between clubs and centre is impacting negatively on strategic delivery Clubs as businesses • Clubs are increasingly like small and even medium- sized businesses • Growing shift from not-for-profit membership to more pay-per-play and commercial business models • There is no template for running any sort of sports club, let alone cricket • Existing resources address a limited number of most commonly perceived issues but are not comprehensive and the inevitable ‘lowest common denominator’ approach means they are less relevant for most experienced managers • Resources have limited use without supported implementation – ‘churches without congregations’ – and that capability does not exist in the centre • The expertise for running clubs is in clubs Club management • Many club managers are combining professional expertise with personal passion • But the knowledge is patchy and not in all clubs; quality, capability and commitment is variable • Cricket needs to develop knowledge, share solutions, and build innovative new approaches harnessing the club knowledge that exists and the myriad professional skills and competences of managers • The critical mass required to do this may not exist at district or even county level. But it does exist across the country and there is appetite to share it for mutual enhancement A Community of Practice • A standard business approach to creating a learning business environment– a peer driven and facilitated learning network • Not just sharing knowledge but identifying solutions, supporting implementation and co-creation of new approaches/solutions • Building a body of knowledge and resources – both generalist and functionally specific • Enabled to confront big upcoming challenges around the cricket ‘product ‘and even new or adapted business models • Harnessing and showcasing available expertise – professional and consultancy (free or for hire) – but not a shop window or a sales forum Good to go • Pilot discussions confirm enthusiasm and perceived need within the target market, initially Clubmark and aspirant Clubmark clubs • Utilising an existing easy access platform - LinkedIn - and the time, commitment and energy of a peer group • Closed group with common bond: a professional learning network with a passion for cricket, expertly facilitated© John Swannick 2015
- 3. Where is the capability in clubs? So who are the Community of Practice targets? Competence Where in Club Club Leaders Resources ECB Resources Leadership & strategy Chairman? Financial Treasurer? Governance, legal, risk & compliance Secretary? Change & organisational development Clubmark Co-ordinator? HR ? Property management Property/House Committee Logistics and planning ? Project management ? Marketing & PR Marketing/PR Officer? Strategists senior executives, consultants Professionals managers, accountants, lawyers, surveyors, educators, communicators Functionalists operations, logistics, HR, risk, products, marketing, PR, change, projects Intrapreneurs organisational change and development drivers within or close to club hierarchy e.g. Clubmark champion Extrapreneurs change/development catalysers, inspirers, accelerators and even agitators outside club hierarchy e.g. occasional or discrete programme/project leaders and advisers © John Swannick 2015
- 4. What is a Community of Practice? • Groups of people who come together to share and to learn from one another face-to-face and/or virtually • Brought and held together by a common peer interest • Driven by a desire and need to share problems, experiences, insights, templates, tools, and best practices • Members deepen their knowledge by interacting on an ongoing basis • This interaction leads to continuous learning and innovation What a Community of Practice does Create: own and develop knowledge • develop and manage good practice • build organisational competence Organise: develop and manage materials • develop tools, guidelines, templates • manage data and resources Disseminate: connect people across boundaries • who knows what? • who is driving or open to organisational change? Embed: share ideas and insights • share tacit, complex ideas and insights • help each other solve problems and find innovations © John Swannick 2015 Facilitator responsibilities • Define scope, ideal outcomes, and boundaries • Ensure participants receive more value than they contribute • Promote, encourage, and reward productive behaviours • Discourage and limit negative behaviours • Enable constructive disagreement and creative conflict • Advocate for the community and its members • Monitor, measure, and report • Marshal internal advocates, resources, & support • Manage tools and member experience Why Communities of Practice fail 1. 1. Weak common bond 2. 2. Inadequately peer driven and facilitated 3. 3. Top down organisational direction 4. 4. Pre-conceived agenda 5. 5. Scope too wide 6. 6. Resource-led processes - “build and pray they will come” What individual members do • Ask & answer questions • Share resources • Share case stories • Contribute to peer assist discussions • Create things together • Practice new skills
- 5. Peripheral Occasional Active Facilitator leaders experts transactional beginners lurkers agitators Virtual Communities of Practice depend on a small minority of active users to lead discussions and activity. Experts can be activists but tend to contribute where an issue is directly relevant to their expertise. The vast majority are passive observers and occasional contributors drawn in by the need to ‘transact‘ on a personally salient or very immediate issue. Many will ‘lurk’ on the periphery, dipping in and out from time to time or when roused by an issue on which they have strong feelings and a propensity to ‘agitate’ vigorous discussion © John Swannick 2015 330 million users worldwide 70% of UK professionals 60% of UK managers 50% of Cricket Club Chairmen* *Sample survey of contacts 1.5 million professional/interest groups Cricket Business Network - 2,600 members Cricket Coaches Worldwide - 2,400 members 81% of users belong to at least one group
- 6. © John Swannick 2015 Features Benefits Phase 1 Q1 2015 Connection Identify key contacts Invite to join by personalised email Set out compelling case for joining Reinforce by LinkedIn communication Encourage referral to additional or more appropriate contacts Identification of key drivers of change and development in individual clubs Phase 2 H1 2015 Building Scope common agenda Identify key current issues/challenges Frame discussions and stimulate contributions Demonstrate value of links to additional references/resources Establish terms of reference/engagement Collect and collate practice/resource library Define primary development agenda and key current issues Build resources library Phase 3 2015 Engagement Establish trust and loyalty to community Develop outreach to less active members Welcome new members Guide discussions around common/recurring themes to develop fresh thinking Promote knowledge and experience sharing Identify and address the need for new competences/capabilities or resources Sharing of club development and management knowledge and expertise Raising skills and competence/capability thresholds in clubs Phase 4 2015+ Collaboration Individual engage in bilateral and group engagement to address common issues Proposals for formal thematic, functional or geographic working sub- groups The community becomes a primary repository of expertise and ‘go to’ source of advice/ideas for most members Community is a platform for sensing and assessing members’ organisational environment through rapid opinion ‘polling’ Embedding collective knowledge and memory Co-creating new solutions Rapid response to and dissemination of change Build an informed standing focus group or ‘citizens’ jury’ capability Phase 5 2016+ Adaptation Collective advancement of knowledge Stimulus for innovation and generation of new approaches/solutions Redefinition of agenda and key challenges Create need for new or reinvigorated platforms and channels Energised district, county or functional physical networks Refined and focused agenda enabling effective resource management