What if imple­menting a learning culture simple?

In my last post, I mentioned the impor­tance of imple­menting learning cultures to develop employa­bility. However, it would be an illusion to think that simply by giving this injunction, a leader would transform all his staff into highly creative creatures! This question about the develo­pment of learning cultures is not a new one! What often makes it come back, however, is that CEOs do not necessarily have the concrete tools to create a learning culture.

Fostering a learning environment requires, a number of proven concepts in adult education, but which are ultimately quite simple to implement. Here are some things to try.

Stimulate collective intel­li­gence and parti­ci­pation

Whatever method you use, the more you encourage people to become trans­formers, the more you can create change. Once psycho­lo­gical security has been estab­lished, involve, ask, challenge, in parti­cular through open-ended questions. Demand (gently!) concrete, practical, contex­tua­lized solutions! This dialogue is made possible in parti­cular by engagement surveys leading to focus groups, which will provide quali­tative insights. Then use these tools to open constructive discussion and encourage the teams to make concrete proposals: empowerment is also one of the keys to engagement.

Accept mistakes!

Pleasant emotions foster curiosity and enthu­siasm, while unpleasant emotions block learning. Develop an environment that is safe enough for error to be used as an oppor­tunity for impro­vement. Why not take inspi­ration from the US Army’s “AAR*” process, for example?

Mentors all over the place

Reverse mentoring and mentoring are among the techniques employees use to learn. By creating inter­ge­nera­tional support groups, learning is richer and new perspec­tives emerge. Senior-junior tandems are proving to be effective methods for developing skills.

Make learning more acces­sible

New techno­logies have been gradually integrated into conti­nuing education. And for good reason! The smart­phone is an essential learning tool. Pedago­gical innovation also makes it possible to develop a culture based on new modern approaches: MOOC*, e‑learning, mobile learning. With m‑learning, employees can learn anywhere, anytime. If you add social learning to it, you get the sharing of knowledge and experience between peers.

Augment the approach through group learning

In 1944, a group of students who had parti­ci­pated in training scenarios proposed to Kurt Lewin, Founder of American Social Psychology. Lewin disco­vered that learning is greatly facili­tated by the combi­nation of concrete experience and analy­tical perspective on it. After a learning experience, participants discuss what happened: the data is then analyzed and the conclu­sions returned to the participants, with the aim of taking them into account for a future experience, and being able to improve it. This is now called the Lewin feedback process. This mechanism is funda­mental to anchoring learning!

It’s always about balance

Techno­lo­gical tools will probably never replace the power of otherness and group exchange. On the other hand, they have a key role to play in supporting the estab­lishment of work environ­ments focused on lifelong learning. Conti­nuous learning that ultimately only requires to be initiated by a first action: to decide.

Sophie Hautbois

Sophie Hautbois

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