I work in a team with wide range of expertise and experience. I have been trying to introduce weekly knowledge sharing sessions. Sessions of 30-60 min length where everybody gets a chance to present something and talk about it. This will contribute in improving presentational and language skills. However, the team is not motivated towards this, either the attendance is too low or none. How to get a team work towards such an idea?
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Here's a question:
Just playing devil's advocate - If I were on your team, and I was worried about meeting deadlines for my current project load, then I too would be inclined to skip such superfluous knowledge sharing sessions.
In sum, I'm have no use for knowledge sharing sessions if it compromises my ability to meet project deadlines within the context of a reasonable 40-hour workweek. My time away from work is simply too valuable.
Have you tried these yet:
Just a few ideas of things to contemplate.
How are they reinforced for attending?
This is central to answering the question.
It's very easy to subvert knowledge sharing by the implicit (or even explicit) claim that the knowledge sharing is of no value.
If the knowledge sharing is going to have a reward to people, it has to have value to the organization. It is has to make people happier or more productive. It has to reduce cost or risk.
What potential problem areas does the organization have right now?
Hint. Compute the "lottery factor" -- how many people can win the lottery and leave without causing problems? When the lottery factor is low (i.e., 1 person leaves and you're all in trouble) then management will see the value in sharing that one person's knowledge. So will other people, since they might find some job advancement.
For each technical skill (or knowledge sharing area) compute the lottery factor. How many people know this? How many of them can we afford to have leave? Find the subjects with the smallest lottery factors. Make it a total cost-saving, risk-reducing victory for everyone concerned.
In order to run these kind of sessions successfully, you need a team culture where people learn from and teach teammembers when the need arrises. You might need to work on team culture first, organise joint training sessions for new knowledge areas, pair veterans with less experienced collegues in a coaching role, etc.
Find people feeling strongly about an ambiguous or new subject (coding standards, future frameworks, enhancements to current toolsets, lessons learned from past experience) - you should be able to spot these during the (bi)weekly project meetings - and invite them to research those issues in small internal projects (sometimes 1 person alone, sometimes with a few people) where the end goal of the project is to present the results in your learning sessions. Give them a time budget in which they can do this.
Make it clear that the presentations in these sessions are voluntairy, that there is ampel room for discussion and that the outcome of the session will shape the way projects are run in the future. Commit to the outcomes of those sessions if there is enough consensus - this can be scary at first but it shows you take your team members serious while inviting them to participate in structuring their own future work.
what you can do is don't make it weekly session instead share knowledge on the go! Encourage team members to ask questions and seek help from others when ever they face problem.
Identify people and interact with them frequently, seek their advcie, help and inputs.
This way you can achieve your goal.