Corporate Learning and Development is trapped by its own adopted language


"Where we all think alike, no-one thinks much at all"

Walt Whitman

It's interesting to reflect on the the industrial structures and bureaucratic language now adopted by many corporate 'L&D' teams:

"Learning solution"
"Learning program"
"Learning delivery plan"
"Learning implementation"
"Capability framework"
"Learning requirements"
"Skills matrices"
"Learning deployment activities"
"Learning objectives tracking"
"Learning measurement framework"

This narrative reinforces a view of "learning" which is functionally structured and centrally controlled.

I believe L&D's ongoing quest to be accepted as bona fide function has driven this shift in language. The choice to align with what is familiar and expected by senior leaders, in particular Management's apparent interest in only what can be "measured".

Here are some new words which 'L&D' could choose to associate with instead:

Opportunities
Empathy
Openness
Creativity
Enrolment
Possibilities
Choices
Context
Intuition
Confidence
Connections
Clarity
Alignment
Adaptability
Uniquely
Empowered
Proactive
Practical
Guide
Cultural
Progressive
Imagination
Collective
Aspiration
Freedom
Reflection
Curiosity
Autonomy
Influence
Participation
Communication
Meaning
Diversity
Interactions
Readiness
Supportive
Energising
Inspiration
Questions
Agency
Discover
Responsibility
Elevate
Latitude
Enable
Evolving
Challenging


Paul works with L&D teams who recognise that learning and leading have to go beyond 'the program'...




I work as a thinking partner and advisor with mid sized, value oriented companies going through significant change. I help you to build new capability and mindsets through shifting your approach to organisational development.

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