"If a factory is torn down but the rationality which produces it is left standing, then that rationality will simply produce another factory." Robert Pirsig If your organisational " Transformation " or your " Learning Transformation " is still being enabled by the previous mindset and approach then you will end up with the same results. 'Still being enabled by the previous mindset' might include: Content (digital or otherwise) as the strategy 'Learning' as the focus (rather than work and networks) Standardising employees through centralised curriculum Order taking and project management; (reacting and ' deliverology ') Leaders and L&D teams can choose to focus on new goals that have the potential to be transformative, for example: Prioritising facilitating experiences and exposure over education Deliberately creating social structures that help collaborative problem solving Defining the new capacity and capabilities now needed

 "The problem is that firefighting is thrilling and addictive and makes you feel needed - and installing smoke detectors is boring." Ed Batista The training paradigm still dominates corporate 'L&D' and this shapes cultures. There are three connected features that maintain this status quo: 1. Vague, reactive, L&D goals; (' up-skill people ', ' learn to learn ', ' engage with content '). 2. Tightly optimised L&D team structures; (program / milestone management, instructional designers, course administrators). 3. No measurement focus beyond reinforcement / justification; (content output volume, content accessibility, content consumption). 

"You can't be contemplative if you're in an achiever mindset. If you're actively trying to achieve, you're focused on hill-climbing, optimising, and efficiency to get good grades (or whatever the measure is). But being in a contemplative mindset is how you'll uncover big insights. You need to actively create space for long term thinking. You need to stop and smell the roses to clear your brain, and to actively seek to see the world around you in new ways." thecompendium.cards This reality is the basis of most failed organisational change efforts. Reflection, contemplation, critical thinking and re-framing are a risk and a frustration for the 'achiever' mindsets that still make up the majority of corporate middle and upper management. As Peter M. Senge says,  "There are only two mindsets that can infiltrate an organisation: control or learning. It's a question of which one is dominant. "