Aileen Ackland

The Demands of the Double Shift: Communities of Practice in Continuing Professional Development.

Discussion of communities of practice in workplace learning is widespread. Here the authors seek to consider how we can make use of communities of practice theory in practical teaching in a formal undergraduate educational context. The concept of what the authors call the double shift is discussed; a shift from the workplace as community of practice to the educational institution then the shift back from the educational context to the workplace. The authors describe methods used to manage the transition between different communities based on reflection linked to the development of Continuing Professional Development programmes. They conclude that the learning that takes place in an educational context is in a dynamic relationship with the community of practice of the workplace and the methods proposed can contribute positively to this relationship.

A Scottish Consortium of Higher and Further Education Institutions: Developing Collaboration through Critical Incidents

Abstract In the United Kingdom, partnership is increasingly a requirement of public sector funding. Such partnerships, formed strategically to win government contracts, can prove brittle; collaboration is often superficial. This chapter explores how a consortium of Scottish higher, further and adult education institutions, assembled expediently to respond to a contract arising from a Scottish Government strategy for adult literacies, nevertheless became genuinely collaborative. In the course of a six-year project to develop new professional qualifications for adult literacies tutors, a core group within the consortium developed a resilient affiliation able to lever advantage within individual institutions from its association. Its intentionality and readiness to transgress boundaries in the face of institutional obstacles were grounded in a shared pedagogical perspective. We examine how common understandings and shared objectives were forged in a series of critical incidents. The territorialism that often inhibits genuine collaboration was weakened in the face of the allegiances precipitated by these incidents. The virtual learning environment, as a shared boundary object, facilitated the negotiation of interinstitutional collaboration. We conclude that critical incidents and boundary objects can be planned into partnership working to build trust through exposure to risk and vulnerability.