Initial | Extraction | |
We see the implementation of projects as learning opportunities and institutionalize mechanisms to manage knowledge relating to, and arising from projects | 1 | 0.730 |
We explicitly build time in project schedules for critical reflections on project outcome (not just at the end of project), and also conduct end-of-phase reviews as the project progresses | 1 | 0.698 |
Orientate team members towards learning | 1 | 0.809 |
Create reward systems that encourage knowledge sharing among team members | 1 | 0.788 |
Evaluate learning outcomes of team members | 1 | 0.809 |
Nurture a project culture open to experimentation and new insights | 1 | 0.720 |
Institutionalize mechanisms for team members to freely reveal their expertise and views concerning solutions to problems rather than firmly instructing them to follow predefined procedures | 1 | 0.698 |
Articulate practical knowledge pertinent from past phase to new phase of the project (externalization). | 1 | 0.692 |
Articulate cause and effect linkages of past success/failure | 1 | 0.712 |
Have past project audits discussed and used in current project/s | 1 | 0.671 |
During project execution, you discuss the set of problems encountered during the project | 1 | 0.687 |
Foster meetings with team members from previous and next phases of the projects | 1 | 0.736 |
Embed a mentor in each project team to provide support for team members | 1 | 0.786 |
Create routines to internalize tacit knowledge stemming from individual and team reflectivity | 1 | 0.695 |
On-the-job training of team members as part of competency development | 1 | 0.680 |
Create chat rooms for socialization and exchange of ideas among team members | 1 | 0.709 |
Foster communities of practice where project managers and team members can meet and discuss. | 1 | 0.560 |
Ensure psychological safety among team members to facilitate working relationships and candid sharing | 1 | 0.769 |
Encourage Job rotation | 1 | 0.746 |
Encourage specialization | 1 | 0.494 |