“Leadership has two main functions. One is to see the vision and develop the strategies that lead towards it. The other is to create an environment which makes it possible to implement the strategies." Russell Ackoff I love this quote because it challenges leaders to think about their organisations as connected systems. It can help them to reflect on two questions: Is our direction clear and compelling? and Does the way we currently think and work together (our environment) set us up for success? Here’s my list of some characteristics of dysfunctional work environments; (there are many more). If these are the current outcomes of the way that an organisation thinks and works together, then new success is always less likely: Attempting to go somewhere new via old thinking Doing the wrong things righter Unwillingness to look inward and acknowledge responsibility ‘Leadership’ as only directing, pace setting, mandating ‘Leading’ as enabling doing Administrative competence as the goal A...

"To change performance, we need to change system design. To do that requires a change in our thinking, a change in our assumptions and beliefs.”  Hermanni Hyytiala Some ideas for new thinking, assumptions and beliefs for corporate L&D: The L&D function only exists to enable the organisation to change   ‘Education’ is no longer our default 'L&D' approach - because it is no longer our goal to develop only ‘standardised’ workers Support and challenge the Leadership team to embed learning into the way the business thinks and grows Focus on creating the supportive environment now needed to accelerate learning at all levels of the organisation Ensure clarity and alignment between 'L&D's' goals, their enabling strategies and the appropriate supporting tactics and tools I  work with organisations who want learning to be an enabler of change and growth

"There's a difference between doing things better and doing better things. To change performance, change thinking. Thinking has the greatest leverage on performance." Hermanni Hyytiala  Common drivers for new ‘L&D’ investments inside bureaucracies: 1. Business reacting to external events 2. Cost reduction initiatives  3. Digitisation ( optimisation ) of existing business processes  4. Process standardisation projects 5. Responding to compliance audit risks I work with organisations who want learning to be an enabler of change and growth

"Current performance is, axiomatically , dependant on current thinking. What works is changing thinking." John Seddon The 'L&D' function should (by definition) help leaders to define, enable, accelerate and role model a continuous learning environment. This can help people employees at all levels to shift their thinking, increase their impact  and create new value for the organisation. Where to start - to help create a continuous learning environment: Develop and provide performance support: Checklists, flowcharts, decision trees, pop ups, scripts, graphics and models, job aids Open and widen access to new information sources: Business Strategy, Business Vision, Business Values, Business results, team structures, processes, role descriptions, performance standards, team tasks and priorities, how customer needs link to individual and team tasks and measures Facilitate and accelerate access to new challenges in work: Personal development opportunities, measuring...

"Managers love empowerment in theory, but the command-and-control model is what they trust and know best." Chris Agyris " Order taking " and " No seat at the table " are symptoms for legacy L&D teams. We know that if the work of L&D is positioned, structured and measured in the traditional way then frustration with the lack or resulting influence and authority is inevitable. Some common signs of tactical, 'cost centre' positioning of the L&D function from my experiences include: The 'L&D' team lack understanding of business goals / strategy / brand strategy / commercial differentiation There's no connected, aligned, L&D strategy, tactics and success measures which enable the business goals / differentiation in the market Traditional expectations from 'senior leaders' of the work of the L&D function (training courses / 'solutions' / 'content' / events / programmes / curriculum / complianc...

"Most of us are so stuck on the short-cycles of urgency that it's difficult to even imagine changing our long-term systems." Seth Godin Beware the lure of complicity in the old, entrenched, vanity metrics in corporate learning. These include: Increasing course attendance Increasing course 'satisfaction level' Increasing 'Log ins' Increasing 'Clicks' Increasing 'Views' Increasing 'Likes' Increasing 'Downloads' Increasing the level of centralisation  Increasing the level of standardisation " Leadership team approved " Increasing learning technology spend Increasing level of focus on ' learning goals ' Increasing level of focus on 'teaching what we already know' Scaling formal learning Increasing 'learning topics' focus "High performing" ( really ) meaning "Highly compliant" A focus on 'individual performance change' An increasing level of interaction with the Learni...

"Those involved in 'education' have three options: 1) Make changes within the system 2) Press for changes to the system 3) Take initiatives outside the system." Sir Ken Robinson This is another post offering a shift in mindset for leaders responsible for enabling organisational learning. I make no apologies for this. The status quo in this area is strong and pervasive as it still serves the needs of all the players well. My position runs contrary to this passivity and inertia: I believe that the new combined forces of business model disruption (away from workers as standardised resources), and rising expectations of intentional employees (now seeking to contribute fully and openly) create a perfect storm for the old industrial education model and those who've benefited from it. This new context presents an opportunity - to reposition the role, priorities and success measures for organisational 'Learning and Development'. Some choices for mindset shifts ...

"If you want to understand the deepest malfunctions of systems, pay attention to the rules and to who has power over them." Donella Meadows There are typically five different scenarios that trigger organisations to invest in 'L&D'. They all come from looking backwards and not forwards. These are: 1. Business reacting to external events.  2. Cost reduction initiatives. 3. Digitisation (optimisation) of existing business processes. 4. Process standardisation projects. 5. Responding to compliance audit risks. Note to Management: If these are the only drivers of your corporate L&D ' Agenda ' and / or ' Strategy ' then the goal is still control and not learning. (And, the L&D team is only operating as a reactive, reductive, internal vendor). Forward looking organisational development strategy for mid sized companies www.jocelynconsultingltd.co.uk

"To navigate change companies need fear free cultures of diverse people and mindsets led by leaders who continuously learn, incentivise and train for change and worship no scared cows." Rishad Tobaccowala  What if we imagine a new focus for the contribution of corporate 'L&D'?  To enable what is difficult, valuable and differentiating for our organisation today. What might this collaborative work look like in practice ?  Prioritising support for the pockets of individuals, managers and teams where learning from and through work is already actively encouraged Working with managers and team members to understand and agree on the work that needs to be improved and why Working across teams to identify and define the gaps in 'performance' that need to be closed and why    Coaching and role modelling that inspires people to take responsibility for their own continuous, self-managed inquiry and learning Facilitating new opportunities to bring individuals...

"It is not an intelligent strategy to train people to overcome system deficiencies. Instead, we should design the system properly to make sure that performers can leverage all their capabilities." Klaus Wittkuhn Performance of individuals only ever reflects the system within which they are working. Seven system interventions that can positively impact performance - in descending order of effectiveness: 1. We are open - and excited - to reinvent our approach towards something fundamentally different and better. 2. We recognise fundamental change is only enabled from a change in management mindset - out of which the system arises. 3. We acknowledge that the system is determined by our goals. Being deliberate in our goals - and trade offs - enables the most appropriate system to emerge. 4. We are open to enabling and accelerating the agency and autonomy of individuals to continually evolve and optimise the system. 5. We recognise our incentives , consequences and constrain...

"When we see work as control, competition and extraction, there is an increasingly sharp conflict with work as a path of realising purpose and potential." Simon Terry What we could choose to mean by developing as a ' digital organisation ': Decisions are increasingly based on informed choices enabled by psychological safety and diversity, rather than 'policy compliance' Active relationships, rather than the ability to 'accept instructions' is the new basis of growth and development More and more work is carried out within a framework of purposefulness and self-direction, rather than directed 'from above' The focus is deliberately shifting from 'tasks and roles' to relationships and interactions People are increasingly responsible for their own actions, rather than seeing someone else, somewhere else as responsible Work is progressively based on curiosity and exploration with others, inside and outside of the organisation  Connected ne...

"Pushing fancy new stuff onto your organisation will not change the outcomes if that is not emerging from your system itself, through the ripening of a different worldview." Stelio Verzera The perennial topic  of "The future of corporate Learning and Development" is always everywhere. This ' Shirky Principle ' fuels and sustains the status quo and the players that continue to benefit from it. I'd argue that the discussion is in fact five very   different conversations happening in parallel, but unequally distributed. They are - in current descending order of noise, ambition and opportunity: 1. 'MAKE THE TRAINING BETTER'. The status quo. The economic model. Dependent on maintaining the belief that educating individual workers changes the system through which complex, interconnected organisations perform. This narrative is carefully preserved by (mostly) commercial vendors who have filled the strategy vacuum. New technologies, new (and old) instruc...