Transferability of learning
The new generation sees learning in chunks, small experiences and different packages. If the universe of learning was full of learning bytes, the view may appear galaxy-like with many stars and planets out there, all being a part of the whole yet the dependency of each on the other is not always overtly defined. Transferability of learning will occur when its relevant to occur, which implies that there is no one defined outcome for the learning to take us to. Rather, the destination is defined as opportunity to be dreamt up or discovered. Pre-determined outcomes are seen as lost opportunities; these outcomes either won’t allow talent to be maximized or discourages ‘in the moment’ adaptation.
For any self-initiated new-generational learner, the above acts as a learning operating system. Source or create a learning experience that fulfills the above criteria, fold that into your daily life allowing a customized experience, and voila, learning is underway!
Organizational Learning
However, given the above, most organizations find themselves in a quandary. Organizations have a rigid structure and set of rules driven by the need to understand, measure, control and report back on performance and development for specific outcomes. They become uneasy and reticent to invest if results and methods are not tangible; after all accountability is king!
The new generation’s priorities appear complex to organizations, as they cannot be easily managed or administered. Greater effort ‘beyond sheep dipping’ is required to administer individualized approaches.
This is not an insurmountable challenge; it simply entails change in the functionality of training. The seeds of an organization’s training requirements can still remain to be the required competencies, yet simply organizations can find new ways to process the learning, add multiple pathways and choice points of modalities, sources and formats while involve the learner in co-creating a suitable pathway.
Should future organizational learning departments desire full engagement, they themselves need to up the ante of their own engagement with new and changing demands. More work – yes; less tangibility – indeed; more time – most certainly! Yet it may be wise to remember that structures work, until they don’t!
Debbie Nicol, managing director of ‘business en motion’, a Dubai-based business consultancy and learning organization, leads initiatives in the arenas of strategic change, leadership and organizational development, assisting businesses and leaders to move ahead through change.
http://www.businessenmotion.com
COLUMN - Spotlight On Change