" Create environments that nurture uncomfortable connections. " John Atkinson Much of the work of corporate L&D teams continues to maintain the status quo. The same industrial era dogma underpins the endless buffet of new tactics on offer:  Align fixed skills and predetermined management goals to "learning content" "Drive" workers towards this Attempt to link access to content to useful performance change Repeat Meanwhile, the urgent challenge in many '20th century' organisations is how to re-orientate themselves. As fixed strategies and plans become more brittle and employee expectations accelerate, much of the prevailing L&D approach based on control and standardisation falls short. L&D teams can choose to refocus their efforts. There is a clear opportunity to lead and role model a change in the underlying system of norms and priorities in their organisations. Ideas could include: L&D teams identifying where e

" For almost 100 years management has been associated with the five basic functions outlined by management theorist Henri Fayol: planning, organising, staffing, directing and controlling. " Joseph Pistrui and Dimo Dimov " Generative organising is about shifting the focus from planning of outcomes to participation in inquiry." Jan Hoglund I think there is a simple choice for corporate L&D as it struggles with the increasing speed of change in business models and expectations of workers. Choice: Continue to align with industrial management priorities defined by Henri Fayol a century ago: Train in the fixed skills required to execute static job roles. Develop content and interventions that (inadvertently?) reinforce the command and control model. Search for new ways to link access to programmes with meaningful performance change. Serve as grateful contributors to the existing business plan and culture. Choice: Step up with a new focus: To lead