1 – Can you train people to be social? Clark Quinn offers some advice, in Social Training? (Learnlets,9 Feb) and concludes ..
“It’s not about social training (though learning can be social), but instead about creating a learning organization that brings out the best outcomes from and for the employees. As another discussion posited, you don’t get the best customer experience unless you have a good employee experience. So, are you creating the best?”
2 – Erika Anderson describes the 4 attributes of people who are good at learning new skills, in Learning to Learn (HBR, March issue)
“In the words of Arie de Geus, a business theorist, “The ability to learn faster than your competitors may be the only sustainable competitive advantage.” I’m not talking about relaxed armchair or even structured classroom learning. I’m talking about resisting the bias against doing new things, scanning the horizon for growth opportunities, and pushing yourself to acquire radically different capabilities—while still performing your job. That requires a willingness to experiment and become a novice again and again: an extremely discomforting notion for most of us.
Over decades of coaching and consulting to thousands of executives in a variety of industries, however, my colleagues and I have come across people who succeed at this kind of learning. We’ve identified four attributes they have in spades: aspiration, self-awareness, curiosity, and vulnerability. They truly want to understand and master new skills; they see themselves very clearly; they constantly think of and ask good questions; and they tolerate their own mistakes as they move up the learning curve.”
3 – In “deliberate practice” Harold Jarche (9 Feb) explains that ..
“The key to developing expertise is deliberate practice. While some of this can happen during formal instruction, expertise has to be developed outside the classroom, as that is where most of us spend our time. Expertise takes time to develop, but how can organizations support novices as they go through their journeys to expertise?”
4 – Jane Bozarth describes the importance and value of asking the question, What did you learn today? She starts by setting the scene as follows …
“I’ve written quite a bit over the past few years about a certain disconnect we have with our learners. We tend to think about “Learning” with a capital “L”, as some rather abstracted high-minded pursuit, a lifelong systematic interconnected journey of brain enrichment. (Heck, I have a doctorate in that. Don’t get me started.) But the rest of the world thinks about “learning” as “solving a problem” or “getting an answer” or “figuring it out” or “looking it up”. And really, even those of us in the business are bad for not always paying attention to our own learning — we handle an issue or task and then move on to the next thing.”
5 – The post of the month award must, however, go to Arun Pradhan who created this cartoon capturing an all too common L&D challenge – recognising the need for simple performance support rather than an unnecessary, complex and costly learning intervention. As someone tweeted, “Every L&D professional should have this on their wall” !! (HT to Jos Arets for pointing me to this cartoon)
Finally, a reminder about my own posts in February
- 10 ways to use an Enterprise Social Network for Social Learning 3 February 2016
- How can L&D support today’s smart workers? 8 February 2016
- The 2 views of workplace learning: L&D and Employee 11 February 2016
- Why your Enterprise Social Network is your most valuable social learning platform 14 February 2016
- How many hours do you spend learning a week? 19 February 2016