The usual culprits are the hapless organizational culture closely followed by hierarchy and leadership lethargy. We have become accustomed to blaming the culture of an organization for the failure of any initiative, and more so when the change calls for redefining and re-imagining how people work and interact. No matter how hard we try to change the culture – and I do believe that leaders and managers are trying – the discourse we use lets us down. MORE
Are employees constantly looking for more opportunities to learn and grow both in your company and in other organizations? Are you not getting the impact on organizational performance that you would like from current training programs? MORE
Then I describe what must change if your answer is “yes” to any of these questions: you need to develop an organizational culture that supports continuous learning by everyone from the CEO to the hourly employee. That model of learning was effective for most of the past century. MORE
Recently, I had an experience that, for me, exemplifies the meaning of “situated learning”. With my iPad next to the water heater, I learned how to reset the little computer that regulates the pilot light and gas. This is situated learning in an industrial environment. MORE
How do we know if an organization has the “DNA” that predisposes it to organizational learning? Gary Neilson and Jaime Estupinan have been studying and writing about "organizational DNA" for the past 10 years. Managers take responsibility for employee learning. MORE
In the online course that I teach for ASTD on Developing an Organizational Learning Culture , one of the questions I hear most often is, “How can I change the culture in my company when there is little support from management and our unions resist any change that might affect the work rules?” MORE
If this post describes your organization, you need to make the transition to a learning culture. Employees need to learn quickly. The learning cognoscenti know there are no shortcuts to effective learning. But is personal choice the learning goal? MORE
The answer to this question is important because of the impact culture has on an organization. I like this quote attributed to Peter Drucker , “culture eats strategy for breakfast”. Culture used to be considered a byproduct of organizational life. MORE
Changing an organization’s culture is not easy. It doesn’t happen simply because of the pronouncements of the CEO, or a reorganization of business units, or by conducting an organizational pulse survey, or by hiring new managers. MORE
That “Steam Engine” mindset, as described by Jonathan Gifford and Mark Powell in their new book, My Steam Engine Is Broken: Taking the organization from the industrial era to the Age of Ideas , creates a command-and-control culture that has become a barrier to success in companies today. MORE
What’s the difference between a “training culture” and a “ learning culture ”? As the chart shows, in a training culture, responsibility for employee learning resides with instructors and training managers. MORE
The first article was “ How ‘Learning Organizations’ Beat Natural Selection” . With organizational learning, teams work together to help each other learn, and to ensure that nobody is left behind in the overall progress and achievement of the target goals. MORE
Eight leader habits are essential to a learning culture. These are behaviors ingrained in the routines and rituals of organizations that are continually learning and learning how to learn. This learning cannot be left to chance. MORE
The theme that cuts across most of my blog posts from last year is creating and sustaining a learning culture in organizations. As a way of review, I’ve selected five blog posts about a learning culture from 2015 that have the most interest for readers. MORE
A “learning culture” is a community of workers continuously and collectively seeking performance improvement through new knowledge, new skills, and new applications of knowledge and skills to achieve the goals of the organization. Ask them for their thoughts about learning methods. MORE
If you’re looking for examples of companies that are striving to create and sustain a learning culture, PwC ( PricewaterhouseCoopers LLP) of Canada should be on your list. I recently had the pleasure of speaking about the importance of a learning culture to the Edmonton meeting of The Conference Board of Canada’s Council for Learning and Leadership Development. Incorporating structured learning routines into our working practices (e.g. MORE
We have to think agile, instant, accessible, contextual, micro-sized, real time… We need to uberize organizational learning. I am taking uberization more as a concept that encapsulates the characteristics listed above and, IMHO, L&D has a lot to learn from this. MORE
Several excellent blog posts have recently come to my attention that, when combined, provide a how-to for creating a learning culture in organizations. One of these posts appears in Jane Hart’s blog, Learning in the Social Workplace. Helping workers learn continuously on the job. MORE
The academy faces extinction unless it learns how to learn. It is a world that is shaking the foundations, values, guiding principles, mores, and customs as well as the very existence of many institutions of higher learning. They need to learn how to plan for an unknown future. MORE
All organizations have a culture. Some cultures support learning more than others. It’s not that managers are sitting around discussing how they can prevent learning; this is rarely consciously intentional. MORE
Disruptive innovation has become a very popular notion about competition and organizational change. For example, they need to learn how to know what’s happening in the marketplace (i.e., Organization Culture Organizational Learning Teamwork Clayton Christensen Drake Bennett Jill Lepor MORE
Organizational learning has, for too long, been owned by consultants and chief training and learning officers. This has made learning generally inaccessible to the people with the greatest need. . This is why Jim Stilwell and I have created Learning to be Great tm. MORE
Imagine a company in which employees are hired because they are excited about learning and improving themselves. They have a history of taking responsibility for their own learning. Continuous learning is expected from senior leadership and everyone else in the organization. MORE
One of the keys to creating and sustaining a learning culture is hiring people who are continuous learners and who help others learn continuously. Edgar Wilson, in a post on e.Mile , writes that a “healthy” learning culture has four features: . MORE
In a discussion started by Camilla Keen on LinkedIn, she asks, “In order to find out and evaluate if a company has an effective learning culture, what would be your top ten questions?” What’s important here is to realize that questions like these are a tool for learning , not blame. MORE
To what extent does your organization have a learning culture? What is your current culture? Using Edgar Schein ’s definition of organizational culture, you’ll want to know to what extent: Underlying beliefs and assumptions support learning in your organization. MORE
A learning culture is a community of workers continuously and collectively seeking performance improvement through new knowledge, new skills, and new applications of knowledge and skills to achieve the goals of the organization. They want to learn! MORE
How We Built a Workplace People Love , explains what small companies and departments in large organizations can do to create a learning culture. He addresses fear, reward systems, hiring, on-boarding, learning, making mistakes, and experimenting. They changed their culture. MORE
In a blog post titled, "Building a Productive Learning Culture", Thomas Handcock and Jean Martin say that businesses, because of need and demand, are increasing employee participation in training but failing to increase productivity. Even with all of these additional opportunities for learning, most workers are not acquiring the knowledge and skills they need to be successful. The authors believe that a culture change is required. MORE
Any company, faced with these kinds of disruptive forces must keep learning. The only thing holding companies back from learning at the speed of change is their organizational culture which, for many, is a barrier to learning. Learning is just-in-time, on-demand. MORE
What are the tools of organizational learning? As I’ve stated in a previous blog post , a high performing organization needs a comprehensive approach to learning and a set of tools to facilitate learning. Chart of the learning process in organizations. MORE
The first article was titled “How ‘Learning Organizations’ Beat Natural Selection” After detailing the importance of a learning culture within a learning organization, I would like to briefly look at several barriers to organizational learning. MORE
As a proponent of a learning culture in organizations, I’m always on the lookout for methods and products that contribute to creating and sustaining that kind of culture. We are replacing 100 years of traditional training with a new way to learn. MORE
Leadership Learning Culture Management Organization Culture Organizational Learning Training Training Impact infographic MORE
How do you know your organization has a learning culture ? How will people be learning? While a learning culture is an environment that’s always being developed, certain signs indicate that you are making progress. In a learning culture…. Managers are coaching ; they are partnering with direct reports to develop their capacity to achieve organizational goals. What will you see people doing? MORE
“Organizational learning” and “learning organization” are terms that continue to be misused. It seems like these days any business, nonprofit, or government agency that provides training and education to its employees calls itself a learning organization. MORE
ID Reflections
JANUARY 6, 2016
We have to think agile, instant, accessible, contextual, micro-sized, real time… We need to uberize organizational learning. I am taking uberization more as a concept that encapsulates the characteristics listed above and, IMHO, L&D has a lot to learn from this.
The Peformance Improvement
AUGUST 25, 2016
How do we know if an organization has the “DNA” that predisposes it to organizational learning? Gary Neilson and Jaime Estupinan have been studying and writing about "organizational DNA" for the past 10 years. Managers take responsibility for employee learning.
The Peformance Improvement
MAY 27, 2016
That “Steam Engine” mindset, as described by Jonathan Gifford and Mark Powell in their new book, My Steam Engine Is Broken: Taking the organization from the industrial era to the Age of Ideas , creates a command-and-control culture that has become a barrier to success in companies today.
The Peformance Improvement
FEBRUARY 12, 2015
What’s the difference between a “training culture” and a “ learning culture ”? As the chart shows, in a training culture, responsibility for employee learning resides with instructors and training managers.
|
The Peformance Improvement
JUNE 21, 2012
What are the tools of organizational learning? As I’ve stated in a previous blog post , a high performing organization needs a comprehensive approach to learning and a set of tools to facilitate learning. Chart of the learning process in organizations.
The Peformance Improvement
FEBRUARY 17, 2017
Any company, faced with these kinds of disruptive forces must keep learning. The only thing holding companies back from learning at the speed of change is their organizational culture which, for many, is a barrier to learning. Learning is just-in-time, on-demand.
The Peformance Improvement
JULY 31, 2014
Eight leader habits are essential to a learning culture. These are behaviors ingrained in the routines and rituals of organizations that are continually learning and learning how to learn. This learning cannot be left to chance.
The Peformance Improvement
AUGUST 31, 2015
Imagine a company in which employees are hired because they are excited about learning and improving themselves. They have a history of taking responsibility for their own learning. Continuous learning is expected from senior leadership and everyone else in the organization.
The Peformance Improvement
NOVEMBER 3, 2015
If you’re looking for examples of companies that are striving to create and sustain a learning culture, PwC ( PricewaterhouseCoopers LLP) of Canada should be on your list. I recently had the pleasure of speaking about the importance of a learning culture to the Edmonton meeting of The Conference Board of Canada’s Council for Learning and Leadership Development. Incorporating structured learning routines into our working practices (e.g.
|
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The Peformance Improvement
DECEMBER 8, 2014
A learning culture is a community of workers continuously and collectively seeking performance improvement through new knowledge, new skills, and new applications of knowledge and skills to achieve the goals of the organization. They want to learn!
WalkMe Training Station
JUNE 19, 2016
The first article was titled “How ‘Learning Organizations’ Beat Natural Selection” After detailing the importance of a learning culture within a learning organization, I would like to briefly look at several barriers to organizational learning.
The Peformance Improvement
APRIL 24, 2015
One of the keys to creating and sustaining a learning culture is hiring people who are continuous learners and who help others learn continuously. Edgar Wilson, in a post on e.Mile , writes that a “healthy” learning culture has four features: .
The Peformance Improvement
JANUARY 31, 2015
How do you know your organization has a learning culture ? How will people be learning? While a learning culture is an environment that’s always being developed, certain signs indicate that you are making progress. In a learning culture…. Managers are coaching ; they are partnering with direct reports to develop their capacity to achieve organizational goals. What will you see people doing?
The Peformance Improvement
DECEMBER 28, 2015
If this post describes your organization, you need to make the transition to a learning culture. Employees need to learn quickly. The learning cognoscenti know there are no shortcuts to effective learning. But is personal choice the learning goal?
The Peformance Improvement
JUNE 26, 2014
Disruptive innovation has become a very popular notion about competition and organizational change. For example, they need to learn how to know what’s happening in the marketplace (i.e., Organization Culture Organizational Learning Teamwork Clayton Christensen Drake Bennett Jill Lepor
Learnnovators
DECEMBER 13, 2015
The usual culprits are the hapless organizational culture closely followed by hierarchy and leadership lethargy. We have become accustomed to blaming the culture of an organization for the failure of any initiative, and more so when the change calls for redefining and re-imagining how people work and interact. No matter how hard we try to change the culture – and I do believe that leaders and managers are trying – the discourse we use lets us down.
The Peformance Improvement
JUNE 17, 2015
In a discussion started by Camilla Keen on LinkedIn, she asks, “In order to find out and evaluate if a company has an effective learning culture, what would be your top ten questions?” What’s important here is to realize that questions like these are a tool for learning , not blame.
WalkMe Training Station
MAY 30, 2016
The first article was “ How ‘Learning Organizations’ Beat Natural Selection” . With organizational learning, teams work together to help each other learn, and to ensure that nobody is left behind in the overall progress and achievement of the target goals.
The Peformance Improvement
MAY 15, 2015
The academy faces extinction unless it learns how to learn. It is a world that is shaking the foundations, values, guiding principles, mores, and customs as well as the very existence of many institutions of higher learning. They need to learn how to plan for an unknown future.
The Peformance Improvement
MARCH 26, 2015
How We Built a Workplace People Love , explains what small companies and departments in large organizations can do to create a learning culture. He addresses fear, reward systems, hiring, on-boarding, learning, making mistakes, and experimenting. They changed their culture.
The Peformance Improvement
AUGUST 3, 2015
Recently, I had an experience that, for me, exemplifies the meaning of “situated learning”. With my iPad next to the water heater, I learned how to reset the little computer that regulates the pilot light and gas. This is situated learning in an industrial environment.
The Peformance Improvement
JANUARY 20, 2015
Then I describe what must change if your answer is “yes” to any of these questions: you need to develop an organizational culture that supports continuous learning by everyone from the CEO to the hourly employee. That model of learning was effective for most of the past century.
The Peformance Improvement
OCTOBER 15, 2013
A “learning culture” is a community of workers continuously and collectively seeking performance improvement through new knowledge, new skills, and new applications of knowledge and skills to achieve the goals of the organization. Ask them for their thoughts about learning methods.
The Peformance Improvement
JANUARY 14, 2016
Are employees constantly looking for more opportunities to learn and grow both in your company and in other organizations? Are you not getting the impact on organizational performance that you would like from current training programs?
The Peformance Improvement
OCTOBER 31, 2013
The answer to this question is important because of the impact culture has on an organization. I like this quote attributed to Peter Drucker , “culture eats strategy for breakfast”. Culture used to be considered a byproduct of organizational life.
The Peformance Improvement
JULY 5, 2012
Several excellent blog posts have recently come to my attention that, when combined, provide a how-to for creating a learning culture in organizations. One of these posts appears in Jane Hart’s blog, Learning in the Social Workplace. Helping workers learn continuously on the job.
The Peformance Improvement
DECEMBER 10, 2012
Organizational learning has, for too long, been owned by consultants and chief training and learning officers. This has made learning generally inaccessible to the people with the greatest need. . This is why Jim Stilwell and I have created Learning to be Great tm.
The Peformance Improvement
AUGUST 27, 2014
Changing an organization’s culture is not easy. It doesn’t happen simply because of the pronouncements of the CEO, or a reorganization of business units, or by conducting an organizational pulse survey, or by hiring new managers.
The Peformance Improvement
SEPTEMBER 28, 2015
As a proponent of a learning culture in organizations, I’m always on the lookout for methods and products that contribute to creating and sustaining that kind of culture. We are replacing 100 years of traditional training with a new way to learn.
The Peformance Improvement
FEBRUARY 21, 2014
In the online course that I teach for ASTD on Developing an Organizational Learning Culture , one of the questions I hear most often is, “How can I change the culture in my company when there is little support from management and our unions resist any change that might affect the work rules?”
The Peformance Improvement
DECEMBER 19, 2014
In a blog post titled, "Building a Productive Learning Culture", Thomas Handcock and Jean Martin say that businesses, because of need and demand, are increasing employee participation in training but failing to increase productivity. Even with all of these additional opportunities for learning, most workers are not acquiring the knowledge and skills they need to be successful. The authors believe that a culture change is required.
The Peformance Improvement
JANUARY 5, 2016
The theme that cuts across most of my blog posts from last year is creating and sustaining a learning culture in organizations. As a way of review, I’ve selected five blog posts about a learning culture from 2015 that have the most interest for readers.
The Peformance Improvement
MAY 24, 2012
“Organizational learning” and “learning organization” are terms that continue to be misused. It seems like these days any business, nonprofit, or government agency that provides training and education to its employees calls itself a learning organization.
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