Communities of Practice in Government: Leveraging Knowledge for Performance

Abstract

INTRODUCTION It is well known that breakthroughs in government policies and programs are held back when colleagues within an agency are unable to connect the dots between their work— much less with practitioners in other agencies or at the local level. The problem is generally not a lack of good intentions or shared purpose. Rather, it is mainly an organizational problem—as exemplified by the structural impediments that the intelligence community is now addressing, in response to the urgent need to improve homeland security.

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