"I think a major act of leadership right now, call it a radical act, is to create the places and processes where people can learn together using our experiences.' Margaret J Wheatley Lack of acknowledgement of systems and systems change by L&D leaders is increasingly indefensible The level of deliberate 'transformation' / transition in the corporate L&D function should be equal to or greater than the level of change / transition across the organisation as a whole The L&D function needs an 'appetite statement' that confirms the new level of ambition and expectation " People don't have time to learn " is a systemic red flag (as "learning" still only means "training")  The training paradigm persists as it's in the interests of L&D leaders and senior managers to collude to maintain it  Generic content libraries can't (possibly) change performance Interaction rich highly contextual approaches can enable perfo

"The greatest danger in times of turbulence is not the turbulence. It is to act with yesterday's logic." Peter F. Drucker L&D folks: Try replacing the word " learning " with the words " working " or " performing ". How does that feel? Why?

"A major barrier in health and care is the Einstelling effect. It occurs when, facing a new problem, we apply a repeated solution we have learnt from old problems, based on what we know and are comfortable with, preventing us finding a better solution.  It creates a cycle of non achievement of results." Helen Bevan   Corporate L&D is an example of group-think, fear, and the Einstelling effect. There is typically a collective devotion to conventional thinking: The training course is still the main unit of 'learning' (see the Shirky Principle )  Focusing on only 'course attendance' and 'attendees reactions' reinforces and justifies this Which means 'allocating time to learn' is the inevitable mantra needed to support this  'Badging' and 'credentials' are part of the same paradigm (cult?) (Corporate life with less courses still seems unthinkable and unpalatable on all sides?)

"Fear is the enemy of learning. Fear is the enemy of excellence in any endeavor where there is uncertainty." Amy Edmondson Fear - implicit or explicit - is a feature of most organisational work cultures: Fear of perceived failure Fear of those with higher status Fear of loss of status Fear of uncertainty Fear of change Fear of being 'found out' Fear of new ideas Fear of being 'on the outside' Work cultures reflect the system*, and the system emerges from the assumptions and beliefs of senior leaders (who often have expensive lifestyles to maintain). * Leaders choice of goals, incentives, reward mechanisms, rules, policies, processes, metrics, information flows, teams, groups, hierarchies, team structures, roles and responsibilities, career paths.