Your team has mixed VR experience levels. How can you bridge the gap and foster collaboration?

Honesty, the hardware here matters a lot! a user-friendly, on-budget, and safe! Hardware is required to even train people to experience VR/collaboration.

Um die unterschiedlichen VR-Erfahrungsstufen im Team auszugleichen, ist eine VR-Grundlagensitzung entscheidend. Ein interaktiver Workshop, der die Basics wie Navigation und Interaktion in virtuellen Umgebungen behandelt, kann helfen. Dabei sollten auch Best Practices besprochen werden, um Probleme wie Reisekrankheit zu vermeiden. So wird nicht nur Wissen vermittelt, sondern auch das Selbstvertrauen der weniger erfahrenen Mitglieder gest?rkt, was die Basis für eine effektive Zusammenarbeit schafft.

Bridging the gap in a team with mixed VR experience levels starts with open communication and mentorship. Pair less experienced members with seasoned ones to facilitate knowledge sharing. Create a collaborative environment where questions are encouraged and diverse perspectives are valued. Regularly assess skill gaps and provide targeted training to elevate everyone's expertise. Celebrate team achievements to build unity and confidence across all experience levels.

He organizado varios foros de realidad extendida para la industria con exposiciones tipo showroom de proveedores invitados, justo para generar sensibilidad de la tecnología, que vivan las diferentes experiencias y les hablen los expertos sobre potencial y beneficios es lo que a mí perspectiva sirve bien para abordar este punto para usuarios estratégicos, mientras que talleres con solo conceptos basicos y hands-on grupales resultan para usuarios operativos, para reducir esta ansiedad por la innovación y el cambio.

A team with mixed VR experience levels can be dangerous, like a powder keg ready to explode. Everyone knows that if the mix is wrong, you risk volatility, but few people ponder the lasting benefits of embracing volatility and working backwards towards the mix ??. In these cases, as in all cases (love, life, liberty), the best way to build bridges is to burn them down. Now, not only do you not have a bridge, but you are unburdened from the specter of the bridge. Your team must realize that bridges are impermanent, while the bridge that travels with you is the only bridge you'll ever need. Then and only then can the true spirit of collaboration begin ??.

I can’t stress enough the value of fresh perspectives from those who come from areas of expertise outside of VR and those who have less experience. Often it’s only these people who will try solutions that others who are more experienced won’t because either ‘That’s not the way it’s done’ or worse ‘It can’t be done’. The value is not only in finding potentially new solutions but also in breaking more experienced team members out of old patterns of thinking. In that way, the entire team becomes more versatile and capable!

Die St?rken jedes Teammitglieds sollten genutzt werden, indem Rollen entsprechend ihrer VR-Erfahrung zugewiesen werden. Erfahrene Kollegen k?nnen als Mentoren agieren und Neueinsteiger in komplexe Aufgaben einführen. Gleichzeitig bringen Anf?nger frische Ideen ein und k?nnen durch explorative Aufgaben in der VR-Welt wachsen. Diese Rollenzuweisung f?rdert den Wissensaustausch und st?rkt das Verantwortungsbewusstsein im Team.

VR content development needs multiple skills from authoring and publishing, 3d modelling and optimization, UI/UX designing etc. To me, leveraging these diverse skill set within the team by assigning roles that play to each member's strengths is providing opportunity to work towards the common goal.

Usually the most experienced people drive the project leading from assigning the right tasks to the right team members and it evolves organically. Though, its important to have specific set of people for each team like 3D Modelling, Development, Full Stack etc.

Noobs haben kein Ahnung, aber sind auch deshalb unbelastet um überhaupt auf neue Ideen zu kommen. Ein solider Fundus an VR Erfahrung kann in der Umsetzung helfen, l?sst einen aber auch manchmal den Wald vor lauter B?umen nicht sehen. Darum sind allzu hierarchische Strukturen in der Entwicklung mit Vorsicht zu genie?en. In der Konzeption ist die Frage "Warum eigentlich nicht?" fruchtbarer als Erfahrung. Erfahrung in der Umsetzung von Ideen ist in der Realisierungsphase natürlich für einen effektiven Prozess wichtig. Rollen im Team sollten durch die Entwicklungsphasen variieren.

Gemeinsame VR-Projekte sind ideal, um die Zusammenarbeit zwischen Teammitgliedern mit unterschiedlichen Erfahrungsstufen zu f?rdern. Solche Projekte sollten klare Ziele und verschiedene Beitragsebenen bieten, damit jeder sinnvoll mitwirken kann. Offene Kommunikation und der Austausch von Tipps und Feedback sind entscheidend, um die Erfahrungslücke zu schlie?en und eine Kultur des kontinuierlichen Lernens und der Unterstützung zu etablieren.

I would add to this that tasks should be designed to sit just beyond the comfortable ability of the individuals being tasked to encourage them to seek out advice and collaboration from other team members. It’s in this slightly challenging Zone of Proximal Development (Vygotsky) that learning and growth happens and individuals feel most engaged in the process.

Experten sollten nie die Demut vor dem unerfahrenen Geist verlieren. Unerfahrene sollten sich nicht von Erfahrung einschüchtern lassen ihre Ideen zu ?u?ern. Dafür muss eine entsprechende Teamkultur gepflegt und gef?rdert werden. Erfahrung muss sich um auf Neulinge zu wirken, nicht zu schade sein sich immer wieder zu erkl?ren. "Weil das so ist." hilft keinem und vergiftet den Prozess. "Aber warum?" ist immer legitim.

Definitely, the less experienced people shouldn't feel isolated in the team due to their lack of skill or experience. It is the responsibility of the team leader and of the top senior staff to empower the rest of the team to learn, to try and to adapt. It is to some benefit if the design of the software is modular enough, that the work of a senior and a junior can be present in the product side by side, under the assumption both work correctly for the end user. This factor is key. That work of a junior is not discarded or reworked heavily beyond recognition by someone else. An alternative and more responsible approach is to iterate the junior's work until it meets the the project's standards.

More importantly than regular scheduled check ins, foster an environment of open communication so that when issues arise, team members will seek out help before they reach a point of frustration or block. This requires everyone (at whatever level of seniority) to accept that asking for help or making mistakes is not indicative of weakness or inability. It is in fact a sign of an individual who is secure in their worth and not in fear of judgement - a positive culture that all teams should strive for.

The amount of time that has to be spent on leading the team can not be underestimated. It is the responsibility of the same leadership that individuals do not get burned out on the project. The key factor is the complexity of the task that individuals work on. While personalities differ, all do require or benefit from a guiding mentor or at least the culture and team philosophy that helps them work through difficult problems. Check-ins shouldn't lead to stress nor should feel mundane. People must have enough energy to do their creative work and sustain a certain effective tempo.

Use a platform where team members can share tips, resources, and solutions. This can be a shared document, an internal forum, or a dedicated chat channel. Allow team members to work on practical VR projects. Hands-on experience is often the best way to learn and improve skills. Ensure that all team members have access to the necessary VR tools and software, and offer guidance on how to use them effectively.

Regelm??ige Sitzungen mit dem gesamten Team garantieren jedem Mitglied den überblick zu bewahren um die Konsequenz der eigenen Arbeit einzusch?tzen. Wenn ich hier x machen, wird sp?ter y besser laufen. Offenheit und die Einstellung dass Probleme keine pers?nliche Schande sind sondern immer auch das ganze Team betreffen und in dessen Verantwortung liegen.

Besonders hilfreich finde ich die Teilnahme an XR Hackathons. Diese bieten eine dynamische und praxisorientierte Umgebung, in der alle Teammitglieder, unabh?ngig von ihrem Vorwissen, in kurzer Zeit viel lernen k?nnen. XR Hackathons f?rdern nicht nur den schnellen und freien Einstieg in VR-Technologien, sondern erm?glichen es dem Team auch, gemeinsam kreative L?sungen zu entwickeln und auszuprobieren. Durch die intensive Zusammenarbeit unter Zeitdruck werden die individuellen St?rken der Teammitglieder genutzt und vorhandene Wissenslücken durch den Austausch und die Zusammenarbeit geschlossen. Dies führt zu einem schnellen Kompetenzaufbau im Bereich VR und st?rkt gleichzeitig den Teamzusammenhalt.

When leading a team with mixed VR experience levels, bridging the gap and fostering collaboration is essential. ?? Start by encouraging experimentation, creating a safe space where all team members can explore VR's possibilities without fear of failure. This approach empowers those new to VR to learn hands-on while giving experienced members the chance to innovate with new techniques. ?? Pair less experienced members with mentors or create small cross-functional teams to promote knowledge sharing and collaboration. This not only levels the playing field but also fosters a culture of continuous learning and improvement, driving the entire team forward

Foster an environment where team members can give and receive constructive feedback. This helps everyone improve and grow. Recognize and celebrate milestones and improvements in VR skills, which can boost motivation and morale.

"Ich glaube nicht dass das funktioniert." gilt weniger als "Ich habe es ausprobiert." Egal welchen Expertengrad derjenige hat. Gerade in VR Entwicklungen ist man vor positiven wie negativen überraschung nie gefeit. Neuland sollte man immer sehr Aufmerksam und mit einem offenen Geist betreten.

If a team member experiments, the leadership shouldn't kill off this spirit just because that individual was supposed to work on a certain task at the given time. People experimenting is a reaction and should be well enough understood. If the leadership hears an individual saying that they would envision a certain aspect differently, they should be encouraged to experiment in that direction and ownership of that experiment should be given to that individual. Choosing the correct team members you trust is also key. That they have the best interest of the project on their mind at all times. Likely people who take pride in their work and want to produce and present the best they possibly can do.