Learning stops at the power boundary

"Most change within an organisation stops and a power boundary / locus that is unwilling to change itself."

Matt Barcomb

The systemic separation between 'the work' and 'learning' persists because it enables leaders to continue with their current preoccupations and resulting status. 

If we consider some characteristics of a deliberately 'learning' organisation:

Learning is understood as continual, and outside of (just) centralised, formal, 'learning activities'

An intense focus on critical thinking, feedback, connections, and reflection

A deliberate sense of curiosity and embracing of new and different ideas and possibilities

High levels of autonomy and accountability designed to flourish as low as possible in the organisation's structures

Supporting leadership systems that enable everyone's ongoing development and creates the safety to 'speak up' as part of this intent.

The implications for leaders from choosing to design for these outcomes is huge (and typically unpalatable).