Team spirit is hard to force. Most attempts to get people to work together better backfire. It needs to be nurtured and grown.
Rather than a series of meetings, how about a team lunch (on the company) once a month or so. Something informal which won't impinge on none work time. Nothing formal but a chance for people to talk to one another and 'bond'. If people are able to, a few drinks or a game of cards in the evening can help. It is important that it is voluntary and non formal.
Pair programming can help transfer knowledge, and help people to know and understand each other, so may be worth thinking about.
However the management style at your company seems to work against things.
"Rush to get this feature in asap...we'll have the spec for you in about a week...just start working on it now but be sure to unit test it and have it code reviewed by someone".
This leaves things very much up in the air. Someone has read about things that dev teams should do but is not willing to put the time (aka money) into doing things properly. This will leave developers disenfranchised and de motivated, which harms a team.
您提到您在团队中使用了许多产品，有时会在没有向团队提供注释或培训的情况下更新这些产品。 技术主管将记录产品以及如何使用它们，最好是在 wiki 上，这样其他人就可以做出贡献，并且拥有新产品的经验，这样他们就可以在需要时帮助任何人。 技术主管还将提供有关如何使用新产品的指导，无论是电子邮件、文档、维基文章等。
It sounds to me like your team is missing a technical lead.
This person would take guidance from management, and convert it into practical steps that the rest of the team can use.
For example:
You mention you use numerous products in your team, and sometimes update these with no notes or training being given to the team. The technical lead would document the products and how to use them, ideally on a wiki, so others can contribute, and would have experience in the new product, so they can help anyone as and when they need to. The technical lead would also provide guidance, be it an email, document, wiki article etc, on how to use the new product.
This person would produce guidance on how to do code reviews, after meeting with management, senior developers etc.
For any new developments, or major feature requests the technical lead would be involved with designing it, thus a peer review would take place, and knowledge would be spread amongst the team.
The key to all of this, is making everyone's job easier, and more productive. It's probably quite clear who this person is, as they'll be the most respected member, who everyone goes when they hit a wall. That person needs to be given some time to perform this role.
Unfortunately if that isn't you, then you probably won't have much luck in convincing people to change the way they work.
In addition it helps enormously to have a informal lunch once a month, football, or whatever where team members can bond informally.
Its hard to give a definitive answer.. apart from trying out somethings and hope that some of them stick
Avoid local islands of knowledge - PairProgramming might work. If A signs up for a Task in an area where X has some expertise or clock-time, he could ask X to pair with him. The process of implementing the task spreads things in X's head, is a real-time code review and helps raise average team skill/expertise/code familiarity. It also encourages people to talk to each other instead of holing up..
Dynamic pace of tech evolution - Fact of Life... need to get used to it. Using Developer Forums, Lunchbox forums, Brown Bag Sessions, Wikis, Book Clubs, Online forums, etc could work. Depends on what the individuals in your team pick as their preferred means of ingestion. Work on feedback... if the team feels that they are benefiting from the developer forums, they will sustain it. If it dies out, think about why it didn't stick.. try something else with lessons learned..
Slack - an often missed aspect. Ensure that people have time to help someone out.. not perenially running behind a deadline.
Create an environment that encourages and facilitates people speaking out.. helping out others.. and then leave it to the individuals to gel together. Good Luck.
Perhaps your concern is less about communication and more about the motivation of your team-mates. In an intellectual field like programming, motivation must come from within the practitioner. Without that, it's hard to get too far. If that's the case, you need to move on to another place.
The first thing is to break down all physical walls by moving the team to the same location, prefable seating everyone in the same room.
Second, start using release planning meetings. That is, your team in concert with the customer, estimates each story that needs to be developed for the coming release. I will improve communication between team members because they are discussion technical issues and problem solving together. They are estimating and, if done correctly, leads to consensus regarding estimates and design approach. Follow up the release planning with kicking of each iteration (one-week iteration is best) with an iteration planning meeting. This is where the team breaks down each story into a number of small tasks scheduled for implementation this iteration.
Third, start using pair programming. Dont force it, but encourage it strongly. Also, make sure that pairs are only pairing for a day or so. Ie rotate pairs. This builds collective code ownership and team spirit since it is "our code" not "his code".
Oh, and finally: Learn to always talk about "us" and the "team". Never point fingers.
How can you encourage your colleagues to communicate better? Lead by example.
In my company we often you the term 'to drive something'. Somebody needs to drive a project, needs to drive the testing etc. That means to take on the responsibility for this task and persue it actively. Do not just expect your colleagues to share information, show them what to do and how to do it.
When you find out some nice new detail about VS2008, share it with them. But be professional about it. Do not just tell it to the two guys you are having a coffee with later today, prepare a small presentation or word document describing your findings and communicate it to all team members. I definitely would prefer to give a short presentation instead of just sending them an email, but that may not be possible.
You can fit this in to regular informatione exchange meetings, but I think it is vital that you keep the same attitude in your day to day work. Don't just do it, live it.
(Oh my, I sound like one of those stupidly overpayed motivation coaches! Well, maybe they are right and deserve all the money ;-)
Colocate. Everybody in the same room encourages self-organization (via overheard conversation. You will have to factor the disturbance into your estimates however.
Ban Instant Messaging/IRC for anything but the smallest thing. Or all together. You're not going to be popular (I don't like it either), but it will force people to start communicating in the open, and breaking up cliques.
Have regular, quick, focussed, technical meetings. The daily standup is a good example of this.
There will always be people who will share your passion and join you. There will also always be developers who are the 9 to 5'ers. Nothing can be done about it.
If you have managment buy in, then run with it. Management buy in is what I would have figured to be the hardest. Hopefully as other come on board with you, the rest will fall into line. Good luck!
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团队精神很难强求。 大多数让人们更好地合作的尝试都会适得其反。 它需要培育和成长。
与其召开一系列会议，不如每月一次（在公司）进行一次团队午餐。 一些非正式的事情，不会影响工作时间。 没什么正式的，只是人们互相交谈和建立“联系”的机会。 如果可以的话，晚上喝几杯酒或打牌会有所帮助。 重要的是它是自愿的和非正式的。
结对编程可以帮助传递知识，帮助人们互相认识和理解，所以可能值得思考。
然而，你们公司的管理风格似乎与事情相悖。
这让事情变得非常悬而未决。 有人读过有关开发团队应该做的事情，但不愿意投入时间（又称金钱）来正确地做事情。 这将使开发人员被剥夺权利和动力，从而损害团队。
Team spirit is hard to force. Most attempts to get people to work together better backfire. It needs to be nurtured and grown.
Rather than a series of meetings, how about a team lunch (on the company) once a month or so. Something informal which won't impinge on none work time. Nothing formal but a chance for people to talk to one another and 'bond'. If people are able to, a few drinks or a game of cards in the evening can help. It is important that it is voluntary and non formal.
Pair programming can help transfer knowledge, and help people to know and understand each other, so may be worth thinking about.
However the management style at your company seems to work against things.
This leaves things very much up in the air. Someone has read about things that dev teams should do but is not willing to put the time (aka money) into doing things properly. This will leave developers disenfranchised and de motivated, which harms a team.
在我看来，您的团队缺少一名技术主管。
这个人会接受管理层的指导，并将其转化为团队其他成员可以使用的实际步骤。
例如：
您提到您在团队中使用了许多产品，有时会在没有向团队提供注释或培训的情况下更新这些产品。
技术主管将记录产品以及如何使用它们，最好是在 wiki 上，这样其他人就可以做出贡献，并且拥有新产品的经验，这样他们就可以在需要时帮助任何人。
技术主管还将提供有关如何使用新产品的指导，无论是电子邮件、文档、维基文章等。
此人将在与管理层、高级开发人员等会面后提供有关如何进行代码审查的指导。
对于
所有这一切的关键是让每个人的工作变得更轻松、更高效。
这个人是谁可能很清楚，因为他们将是最受尊敬的成员，每个人碰壁时都会去的。
需要给那个人一些时间来扮演这个角色。
不幸的是，如果那不是你，那么你可能不会有太多运气说服人们改变他们的工作方式。
此外，每月一次的非正式午餐、足球或其他可以让团队成员建立非正式联系的活动也有很大帮助。
It sounds to me like your team is missing a technical lead.
This person would take guidance from management, and convert it into practical steps that the rest of the team can use.
For example:
You mention you use numerous products in your team, and sometimes update these with no notes or training being given to the team.
The technical lead would document the products and how to use them, ideally on a wiki, so others can contribute, and would have experience in the new product, so they can help anyone as and when they need to.
The technical lead would also provide guidance, be it an email, document, wiki article etc, on how to use the new product.
This person would produce guidance on how to do code reviews, after meeting with management, senior developers etc.
For any new developments, or major feature requests the technical lead would be involved with designing it, thus a peer review would take place, and knowledge would be spread amongst the team.
The key to all of this, is making everyone's job easier, and more productive.
It's probably quite clear who this person is, as they'll be the most respected member, who everyone goes when they hit a wall.
That person needs to be given some time to perform this role.
Unfortunately if that isn't you, then you probably won't have much luck in convincing people to change the way they work.
In addition it helps enormously to have a informal lunch once a month, football, or whatever where team members can bond informally.
很难给出明确的答案......除了尝试一些东西并希望其中一些坚持
避免本地知识孤岛 - 结对编程可能有效。 如果 A 报名参加 X 具有一定专业知识或时间的领域的任务，他可以要求 X 与他配对。 实施任务的过程将事情分散在 X 的头脑中，是一种实时代码审查，有助于提高团队的平均技能/专业知识/代码熟悉程度。 它还鼓励人们互相交谈，而不是躲起来......
技术发展的动态步伐 - 生活的事实......需要习惯它。 使用开发者论坛、午餐盒论坛、棕包会议、维基、读书俱乐部、在线论坛等都可以。 取决于您团队中的个人选择的首选摄取方式。 处理反馈...如果团队认为他们从开发者论坛中受益，他们就会维持下去。 如果它消失了，想想为什么它没有坚持下去......尝试其他东西并吸取教训......
Slack - 一个经常被忽视的方面。 确保人们有时间帮助别人......而不是永远落后于最后期限。
创造一个鼓励和促进人们畅所欲言的环境……帮助他人……然后让个人凝聚在一起。
祝你好运。
Its hard to give a definitive answer.. apart from trying out somethings and hope that some of them stick
Avoid local islands of knowledge - PairProgramming might work. If A signs up for a Task in an area where X has some expertise or clock-time, he could ask X to pair with him. The process of implementing the task spreads things in X's head, is a real-time code review and helps raise average team skill/expertise/code familiarity. It also encourages people to talk to each other instead of holing up..
Dynamic pace of tech evolution - Fact of Life... need to get used to it. Using Developer Forums, Lunchbox forums, Brown Bag Sessions, Wikis, Book Clubs, Online forums, etc could work. Depends on what the individuals in your team pick as their preferred means of ingestion. Work on feedback... if the team feels that they are benefiting from the developer forums, they will sustain it. If it dies out, think about why it didn't stick.. try something else with lessons learned..
Slack - an often missed aspect. Ensure that people have time to help someone out.. not perenially running behind a deadline.
Create an environment that encourages and facilitates people speaking out.. helping out others.. and then leave it to the individuals to gel together.
Good Luck.
也许您关心的不是沟通，而是队友的积极性。 在像编程这样的知识领域，动力必须来自于实践者内部。 没有它，就很难走得太远。 如果是这样的话，你需要转移到另一个地方。
Perhaps your concern is less about communication and more about the motivation of your team-mates. In an intellectual field like programming, motivation must come from within the practitioner. Without that, it's hard to get too far. If that's the case, you need to move on to another place.
第一件事是通过将团队转移到同一位置来打破所有物理墙壁，最好让每个人都坐在同一个房间里。
其次，开始使用发布计划会议。 也就是说，您的团队与客户合作，估计需要为即将发布的版本开发的每个故事。 我会改善团队成员之间的沟通，因为他们在一起讨论技术问题并解决问题。 他们正在进行估算，如果做得正确，就会就估算和设计方法达成共识。 通过迭代计划会议来跟进每次迭代（一周迭代最好）的发布计划。 团队在这里将每个故事分解为许多小任务，安排在本次迭代中实施。
第三，开始使用结对编程。 不要强迫它，但要强烈鼓励它。 另外，请确保配对只配对一天左右。 即旋转对。 这建立了集体代码所有权和团队精神，因为它是“我们的代码”而不是“他的代码”。
哦，最后：学会总是谈论“我们”和“团队”。 切勿指指点点。
The first thing is to break down all physical walls by moving the team to the same location, prefable seating everyone in the same room.
Second, start using release planning meetings. That is, your team in concert with the customer, estimates each story that needs to be developed for the coming release. I will improve communication between team members because they are discussion technical issues and problem solving together. They are estimating and, if done correctly, leads to consensus regarding estimates and design approach. Follow up the release planning with kicking of each iteration (one-week iteration is best) with an iteration planning meeting. This is where the team breaks down each story into a number of small tasks scheduled for implementation this iteration.
Third, start using pair programming. Dont force it, but encourage it strongly. Also, make sure that pairs are only pairing for a day or so. Ie rotate pairs. This builds collective code ownership and team spirit since it is "our code" not "his code".
Oh, and finally: Learn to always talk about "us" and the "team". Never point fingers.
您如何鼓励同事更好地沟通？ 以身作则。
在我的公司里，我们经常使用“驱动某物”这个词。 需要有人推动一个项目，需要推动测试等。这意味着要承担这项任务的责任并积极地执行它。 不要仅仅期望您的同事分享信息，向他们展示该做什么以及如何做。
当您发现有关 VS2008 的一些不错的新细节时，请与他们分享。 但要专业一点。 不要只是告诉今天晚些时候与您一起喝咖啡的两个人，准备一个小型演示文稿或文字文档来描述您的发现，并将其传达给所有团队成员。
我肯定更愿意做一个简短的演示，而不是仅仅向他们发送电子邮件，但这可能是不可能的。
您可以将其纳入定期的信息交流会议中，但我认为在日常工作中保持同样的态度至关重要。 不要只是去做，而是要生活。
（哦，天哪，我听起来就像那些愚蠢地高薪激励教练之一！好吧，也许他们是对的，应该得到所有的钱；-）
How can you encourage your colleagues to communicate better? Lead by example.
In my company we often you the term 'to drive something'. Somebody needs to drive a project, needs to drive the testing etc. That means to take on the responsibility for this task and persue it actively. Do not just expect your colleagues to share information, show them what to do and how to do it.
When you find out some nice new detail about VS2008, share it with them. But be professional about it. Do not just tell it to the two guys you are having a coffee with later today, prepare a small presentation or word document describing your findings and communicate it to all team members.
I definitely would prefer to give a short presentation instead of just sending them an email, but that may not be possible.
You can fit this in to regular informatione exchange meetings, but I think it is vital that you keep the same attitude in your day to day work. Don't just do it, live it.
(Oh my, I sound like one of those stupidly overpayed motivation coaches! Well, maybe they are right and deserve all the money ;-)
总会有人分享你的热情并加入你。 总会有朝九晚五的开发人员。 对此我们无能为力。
如果你有管理层的支持，那就跟着它跑吧。 我认为管理层的支持是最难的。 希望当其他人加入你的行列时，其余的人也会遵守规则。 祝你好运！
There will always be people who will share your passion and join you. There will also always be developers who are the 9 to 5'ers. Nothing can be done about it.
If you have managment buy in, then run with it. Management buy in is what I would have figured to be the hardest. Hopefully as other come on board with you, the rest will fall into line. Good luck!