Knowledge sharing is vital for driving workplace improvements and innovation, yet it remains surprisingly infrequent. If sharing knowledge is such an easy and seemingly obvious behavior, why do well-intentioned team members often fail to practice it?

The answer often lies beneath the surface; within the limiting mindsets and beliefs that shape their behavior. To drive meaningful change, we must ask the right questions to uncover these underlying perspectives and develop solutions that shift them.

Getting ‘Below the Iceberg’

Unpacking the “why” behind limited knowledge sharing starts with targeted inquiries. Here are sample questions that help identify barriers:

• What are some situations where knowledge sharing should be happening more and it isn’t?
• What’s in it for you to share knowledge with others?

Common Limiting Mindsets

Understanding these beliefs can reveal why team members resist knowledge sharing:

• “I’m too busy to stop and share my knowledge with others” – (I can’t)
• “My knowledge makes me an asset to the team” – (I won’t)
• “I don’t have enough expertise to share knowledge” – (I’m not allowed)

Shifting Limiting Mindsets

To change behaviors, leaders must address these limiting beliefs through tailored solutions:

1. Reframe priorities – Help employees see that knowledge sharing is integral to long-term success, not a distraction from their work.
2. Foster trust – Build an environment where team members feel safe sharing knowledge without fear of losing their individual value.
3. Encourage inclusivity – Show employees how their unique expertise contributes to the team’s success, regardless of their perceived skill level.

By addressing these deeper beliefs and empowering team members with the tools and mindset for collaboration, organizations can cultivate a culture of continuous improvement and knowledge exchange.

^{_{Source: McKinsey}}