Practice knowledge base
Lunch & Learn
Lunch & Learn is a short meeting where a colleague shares practical experience, and the team gains a new technique without a heavy training program.
Documentation sections
What it is
It's an informal lecture, a case study review, or a masterclass held during lunch or a separate short slot. The practice helps extract knowledge from employees' personal experience and make it accessible to the entire team. It works well when the topic is applied, the speaker uses simple language, and participation remains voluntary.
When it helps
- Useful techniques remain with individual specialists and rarely reach others.
- The team wants to learn but isn't ready to launch a large training program.
- New employees take a long time to learn work approaches through casual conversations.
- There are few opportunities for teams to calmly exchange experience without formal reports.
How to start
- 1 Pick one applied topic that can be explained using a real work example.
- 2 Appoint a facilitator from the team and agree on a short format with minimal preparation.
- 3 Hold the first session at a convenient time and leave room for questions, not just a presentation.
- 4 Record key takeaways in a shared space so that those who didn't attend can refer back to them.
- 5 After the meeting, check which topics participants would like to explore next.
Expected effect
The team transfers work techniques among members more quickly, and it's easier for the manager to see what knowledge already exists internally. The practice lowers the barrier to learning: an employee doesn't need to wait for a course to gain a useful example from a colleague.
Common pitfalls
- Turning the meeting into a mandatory lecture with reporting instead of a voluntary exchange of experience.
- Choosing too broad a topic that cannot be covered in one short session.
- Leaving conclusions only in conversation, causing knowledge to be quickly lost.
- Giving the floor only to the same experts, failing to expand the circle of facilitators.
Further reading
- Book: Etienne Wenger, Richard McDermott, William Snyder, Cultivating Communities of Practice
- Book: Peter M. Senge, The Fifth Discipline
- Research: Amy Edmondson, Psychological Safety and Learning in Teams
FAQ
Who should own this practice?
Usually, the team manager or HR starts it, but it's better to then hand over the calendar and topics to the team itself. The owner keeps the rhythm, helps select speakers, and removes unnecessary formality.
Can it be started without a budget and an external trainer?
Yes. The first session can be conducted by the team: pick one work-related topic, ask a colleague to demonstrate an example, and gather questions. An external expert is only necessary for topics where there is no internal experience.
What if people are reluctant to present?
Start with a paired format: one person presents a case, the second helps ask questions. Don't demand a perfect presentation. The less risk there is of looking bad, the easier it is for people to share their experience.
How to tell if the format is working?
Watch whether participants revisit the materials, suggest new topics, and apply the techniques shown in their work. A simple feedback gathering after several meetings is sufficient.