Ask yourself: when you need to learn something, what do you appreciate? Likely, our answers are both similar and different.
What we do know is that adults learn best when they are having fun. They build on what they already know. For many people, they also want to understand how they can apply what they are learning. How can we make the learning real and practical?
I know not everyone is this way, but a lot of us are.
As we start to think about how we learn what we need to learn to be ready and adaptable for the future, where do we start?
We often think it starts with, “What do we need to learn?” But it starts way before that.
How are we starting the conversations? What are we sharing about the potential changes as a result of the new learning taking place? It is hard to get engaged in a new idea and truly learn it if we do not have an awareness of why we are learning this in the first place.
At this time, it could be that the leaders themselves do not have the answers to these questions. They, too, are learning and working through how AI can influence the way we work. They are also working through how AI can influence how we run our organizations.
Learning is not just about memorization. You may need to memorize some things to be able to do your role. However, actually being able to apply what you have learned is a different challenge. Doing so in a way that you do not look foolish can also be challenging.
Learning is a vulnerable act.
We all want to apply new ideas and knowledge in the best way we can. But what if the new learning actually reduces my role?
At one time, we spoke about tribal knowledge. How do we learn what that person knows? What would we do if we did not have that knowledge as part of our company knowledge base?
Now, with AI, are we really concerned about tribal knowledge? Or are we wondering about tribal relationships?
The question may come down to not what you know, but how you worked with that person, stakeholder, or client to have the success you did. How do we train that?
How do we redesign our training so it sits in the space of a training lab? A place where we are all working on iterations instead of a final end result.
How can we work in a space where learning is a continuous part of the work we do? Innovation is not a thing. Rather, it is a way of being.
Is your workplace still working with written instructions instead of video learning? Do you really have on demand learning? Or is it “when you need to know, just ask”? These are very different mindsets.
Do you work in a space where we adapt the way information is shared and accepted? Or do we truly expect all people to learn the same way?
We talk about inclusion in learning. However, many times, it is truly led by one or two beliefs about the “right” way to learn. What works for you potentially does not work for two other people.
Ask yourself: What are we missing?
How can we discuss and share in a way that creates awareness for the need for fluidity? How do we move away from a “we have solved it” mentality?
What if we moved our thinking and viewed learning as a lab?
How could that influence the way we prepare our employees, clients, and stakeholders? How could it help ensure growth for all? How could that allow us to build a better community?
By the lifelong non-traditional learner Dawna Atamanchuk, MA, PCC