Outline

What percent of the project effort should be devoted to knowledge sharing and pause and learn
reflection (lessons learned reviews)? Why?
The dilemma that the project team faces when dealing with knowledge sharing and the project
tasks. When asked to participate in organizational-wide or cross boundary learning activities,
project tasks have to be set aside. The question could be framed into: how to maximize knowledge
sharing without compromising project activities (Mueller 2015).

How will you ensure lessons are learnt?

1. By establishing and integrating knowledge practices in the culture. According to Mueller
(2012) organizational culture and knowledge practices are interdependent through the
following:
Organizational cultural characteristics as a resource in knowledge management.
Organizational culture can provide an important information on the best approach
to knowledge sharing and the level of acceptability of the organization;
Organizational cultural characteristics provide historical information on
knowledge processes;
Cultural assumptions may be altered by implementing knowledge sharing
especially if employees have positive experiences.

2. Developing critical reflection skills of team members. The quality of knowledge sharing will
depend largely on the ability of the project team members to reflect critically when we
gather lessons learned from the project. Researches have demonstrated that reflective
practices and experiential learning enhance the practitioners knowledge and skills
(Crawford et al. 2007). In David Kolbs Learning Cycle for Experiential Learning (1984),
the model suggested that after concretely experiencing the phenomenon, practitioners
have to reflect in order to conceptualize on the meaning of or hypothesis on the
experience. Then, that is the time they can experiment and test the hypothesis.
Develop knowledge sharing platforms through formal and informal mechanisms.

References:

Kolb, David. (1984). Experiential Learning: Experience as the Source of Learning and
Development.

Mueller, J. (2015). Formal and informal practices of knowledge sharing between project teams
and enacted cultural characteristics. Project Management Journal, 46(1), 53
68. doi: http://dx.doi.org/10.1002/pmj.21471