I’ve written a few postings recently (notably Social Learning doesn’t mean what you think it does) where I have tried to show how the fundamental changes in how businesses are operating, require a fundamental change in how the L&D function needs to view workplace learning. I suggested this means a move from a “Command and Control” approach to an “Encourage and Engage” approach to Workplace Learning.
Although in my earlier posting I pointed out some of the features of these two approaches, in this posting I first want to summarize the two approaches again. This time I am going to refer to the first approach as Traditional Workplace Learning and the second as New Workplace Learning.
| Traditional workplace learning | New workplace learning | |
|---|---|---|
| Focus | FORMAL TRAINING/E-LEARNING Only what can be learnt in a formal context (and can be tracked) is of value. Informal learning is irrelevant; Learning is seen as separate activity from work – in different offsite/online space |
PERFORMING Helping people to do their jobs (better) in the most appropriate ways (performance support/aids, training, productivity tools) Support provided as close to the workflow as possible (ie not in a separate place or online space). Online learning/solutions not more than one-click away |
| Emphasis | CONTENT Only expert-generated content is valid Comprehensive knowledge-dumps |
SOCIAL: Open conversations, collaboration, sharing, co-creation of content CONTENT: Short, performance aids (in relevant formats – video, PDF, – rather than courses |
| Skill | INSTRUCTIONAL DESIGN Creating and producing formal courses and workshops using formal ISD/ADDIE methodologies |
PERFORMANCE CONSULTING Identifying root cause of problems and finding the right solution to the problem. Workflow audits. |
| Management | Mandating course use and completion Tracking of learners’ activity on courses |
Open access to content – lite-tracking of use Encouraging social activity and participation (you can’t force (en)social) |
| Success Measurement | Tests taken, courses completion, bums on seats | Performance objectives: how well people do their jobs |
| Systems | Course authoring tools Learning Management Systems |
Social and collaboration tools and platforms |
| Autonomy | L&D decides what is learned and how/when it is learned | Self-reliant learners/workers are encouraged (and developed) |
| Mindset | Learning is the end goal COMMAND & CONTROL |
Learning is the means to the end, the end goal is (improved) performance ENCOURAGE & ENGAGE |
Although these two approaches are clearly quite different, what I am hearing is that some are advising (and others are believing) that it is enough for L&D departments to simply add “social” onto their traditional approach to learning – as follows:
| Focus | BLENDING Informal and social learning is just part of the blend which has been developed for the solutions. (Other learning outside that is irrelevant) Learning delivered in a LMS considered to be in the workflow |
|---|---|
| Emphasis | CONTENT (+ MANAGED SOCIAL) Expert content-driven solutions (don’t trust learners to co-create content) Moderated commenting on expert content supported (need to check all comments made are correct and valid) All activity in online learning communities subject to scrutiny |
| Skill | BLENDED DESIGN Instructional design (Performance consulting = carrying out a Training Needs Analysis) |
| Management | Mandating course use and completion Mandating social activity and tracking of course and social activity |
| Measurement | Tests taken, courses completion, bums on seats Social activity seen as a measure of learning |
| Systems | Course authoring tools Some social tools Social Learning Management Systems |
| Autonomy | L&D decides what is learned and how/when it is learned |
This is clearly perpetuating the old model of training.
So what does it take to move the New Workplace Learning model – and new opportunities for all ?
The missing piece is of course a new mindset. Until that is in place, it is just tinkering with the traditional ways of training and L&D, which are simply not “fit for purpose” in this day and age.
Furthermore, as Deb Lavoy explained in her posting:
“Business structures founded on command and control, automation and process are giving way to structures that are less hierarchical and more dynamic, designed to engage people’s hearts and minds to make a difference in the world. ”
L&D needs to make this fundamental change too!
Connect!