Comment partagez-vous et transférez-vous l’apprentissage en équipe entre différentes équipes et départements ?

Transfer of team learning is vital for organizational growth to do that you need Process and Systems. Strategies like Constant And Never-ending Improvement (CANI) can is process to document and share learnings. Using a system like Notion or an internal wiki encourages transparency and collaborative learning. It provides an overview of projects, challenges, and resolutions, tracking progress over time. Objectives and Key Results (OKRs) and Management Reports (MRs) is a system and a process. New team members can review past OKRs and MRs, understanding team objectives, challenges faced, and resolutions. This fast-tracks their onboarding asynchronously and is built into documenting outcomes.

Para compartilhar aprendizados entre equipes, promovo a comunicação interdepartamental, usando reuniões periódicas ou plataformas colaborativas. Incentivo a participação em projetos interdisciplinares para trocar experiências. Estimulo programas de mentoria cruzada para transferir conhecimento específico. Além disso, celebro sucessos conjuntos, reconhecendo as contribuições de todas as equipes envolvidas, incentivando a cultura de compartilhamento e aprendizado contínuo em toda a organização.

The After-Action Review. A central, searchable repository of "lessons learned" and "repeatable practices." As a consultant to many Fortune 100 and 500 clients, we are engaged when they want to close the capability gap among employees in a given role. By studying what makes their best people tick, codifying it, and equipping others in the organization to perform like them, we have documentation of how the best think and perform, and how others can, too. A documented "blueprint of excellence" can go a long way to rapidly transferring knowledge and shifting performance.

In the event an org has a robust ecosystem with multiple departments using multiple formal learning systems (ones that employ SCORM or xAPI), you could look at a higher-end deployment system like Content Controller by Rustici Software. This platform is aces when it comes to advanced results recording, loading efficiency and single source deployment across multiple channels. It increased our self-paced content reliability and decreased support traffic. We can also report on individual audiences / user groups. Definitely worth a look.

• Identify actionable insights - Capture key takeaways that will tangibly inform better decisions • Crowdsource perspectives - Enable all team members to openly share lessons learned • Use collaborative technologies - Wiki pages, forums, repositories to organize insights • Tailor tactics to team norms - Consider preferences on structure, formality, channels • Incentivize applications - Praise using documented best practices and lessons learned • Schedule regular reflections - Routine after action reviews to discuss what's working and what can improve • Embed as a team habit - Ongoing capture of learnings fuels a continuous improvement mindset

Es importante en un equipo de alto desempeño mantener la dinámica y la sinérgia del mismo, y cada indivuduo puede aprender mejor con diferentes recursos, se debe mantener una plataforma de aprendizaje para el equipo o equipos que tenga diversos formatos de manera que se adapte a la diversidad y los miembros del equipo puedan seleccionar la que mejor se adapte a sus necesidades y habilidades.

Establish centralised digital platforms where teams can upload and share documents, videos, and other resources documenting their learning and insights. These repositories make it easy for members of different teams to access and benefit from each other's knowledge. Use a LMS to host educational content, training modules, and best practices learned from various projects. This can include interactive e-learning courses that other teams can take to understand specific learnings.

Use multiple, but make them quick to digest and easy to follow, otherwise, this can be counterproductive at best and pull away from the intention of learning. More carrot less stick.

Transferring team learning in a fully remote setup requires creative approaches, like our 'digital bullpen' concept. This virtual space replicates the spontaneous, collaborative atmosphere of an in-person office. While working on projects, we stay connected on a call, with mics muted and cameras off, ready to jump in with questions or insights. This open forum encourages real-time learning and knowledge sharing, mimicking the osmosis that happens in physical workspaces.

En varias ocasiones con grupo que requieren adquirir conocimientos rapidamente y que existe el conocimiento en alguien del grupo me ha funcionado muy bien sesiones cortas de mentoría con la persona del equipo que posee el conocimiento que se quiere replizar. Otra herramienta maravillosa es crear y enriquecer un wiki para el equipo, en el mercano hay herramientas muy sencillas de usar y que generan muchos beneficios como Notion, que además se va aliementando por los diferentes equipos y generan un legado de conocimientos para la otganización

Encourage teams to work on cross-functional projects that require collaboration between different departments. This not only facilitates the direct transfer of learning but also promotes a better understanding of different team dynamics and challenges. Use job rotation or shadowing programs that allow employees to spend time in other departments. This exposure helps individuals gain firsthand experience of different team processes and learnings.

In my experience, peer coaching is an untapped tool that has a tremendous impact on individual and team learning and growth. It is also a great way to build trust and vulnerability. When guided by a system or framework these facilitate the exchange of ideas and experiences but also foster a culture of mutual learning, continuous improvement, and collaboration.

Ensure that leadership actively endorses and participates in learning and knowledge-sharing activities. When leaders model these behaviours, it signals the value placed on continuous learning and sharing within the organisation. Establish systems to reward and recognise individuals and teams that actively share their knowledge and contribute to organisational learning. This can include formal awards, acknowledgements in company communications, or incentives tied to performance evaluations.

Your culture is who you are and is part of your brand. The folks you hire and the teams you create are part of that culture. Living organisms (people and companies) are either growing and thriving, or deteriorating. If you aren't fostering and creating a culture of growth mindsets, execution, and accountability, then what are you building? You are your culture, your culture is your brand, and your brand is your company.

I'm consulting with a team right now that has embraced celebrating each other's small wins weekly, a practice that bolsters a culture of learning and sharing. The team leader encourages us to highlight accomplishments, not our own, but those of our colleagues. This approach not only fosters a positive feedback culture but also reinforces our commitment to mutual support and recognition. By appreciating and sharing each other's successes, we create an environment where continuous learning and collaboration are the norms, not the exceptions. This method exemplifies how recognizing and rewarding shared learning can cultivate a more connected and growth-oriented team.

Evaluating team learning is like fine-tuning a race car. You wouldn't just keep racing without checking the engine (learning processes), right? In addition to what's already been said, a bonus tip I would provide based on my experience is: Don't be afraid to experiment with different tuning techniques! Try new learning activities (different engine parts) and see what gets your team most engaged (increased speed). A mix of workshops (turbocharger), knowledge-sharing sessions (nitrous boost), and peer feedback (improved aerodynamics) can create a winning formula for your team's learning and development!

3M was known for 15% time giving employees paid time to pursue their own innovations and ideas. Google had a similar approach and "Gmail" came from this openness, sharing, and collaboration. Steam, the video game company, empowers employees to choose projects by letting them physically move their desks around a big, open office, creating dynamic, collaborative teams that evolve organically based on shared interests.

A great undervalued opportunity to share information between teams it's the showcase. Talk about problems and solutions and where information can be found :)