Assertions

"It's difficult to get a man to understand something, when his salary depends upon him not understanding it."

Upton Sinclair

Some personal assertions to end the year:

Individual performance has a tiny impact on the overall performance of an organisation

Overall performance is a reflection of the system - which is wholly owned by leaders

It suits leaders to demand focus on individual performance rather than their system

Corporate 'Learning and Development' is systemically un-systemic 

When organisations say 'Learning' they mean 'education'

The education model suits leaders as it maintains the separation between 'learning' and working

Shifting from education requires the imagination and commitment to see learning as the work 

Being "productive" would then (have) to mean, "learning better and faster"

The goal of corporate 'L&D' teams (who are part of the education system) is to make better training

Most training isn't required 

Leaders like training (see above) and are happy to collude with L&D

The implications for leaders and L&D teams to really move beyond only 'measuring' action and reaction are simply too far reaching (and so unpalatable)

When organisations say 'Skills' this is (mainly) still a proxy for 'topics'

Learning vendors own 'strategy' and L&D leaders act like vendors

Be wary of helpful vendor side 'CLOs' - they are paid to harvest email addresses for their sales team

There's typically no one taking responsibility for organisational development 

Organisational development can mean deliberately enabling the connected system required for people and the organisation to fulfil their potential.