The dominant paradigm in management learning and development is one firmly founded on the belief that to learn, one needs a teacher. Preferably this teacher should be knowledgeable and experienced. Such teachers usually convey their wisdom via presentation slides, flipcharts and long orations. The focus of one`s learning in this paradigm is on absorbing the knowledge that is offered, and effectively storing it within one`s grey matter for future reference. To demonstrate that this has been achieved, a written test or assignment is used to assess whether one is capable of effectively regurgitating the information gathered over the 2-3 days of passive listening. A week later, most of this information is lost to memory and people continue on as if they never had the training in the first place.
This may sound too much of a generalisation. After all most management programs include group discussions and assignments, and many have been aligned to the outcomes-based principles of the NQF. Sadly, the fact remains that most management training programs are based on a learner/teacher model that aims to convey a single version of truth. This version must be absorbed and regurgitated back in order for a learner to be deemed successful. Besides the countless learning challenges that this model creates, what is most problematic is that it severely hampers the ability of talented young people to take on greater challenges early in their careers. It also ensures that the corporate wisdom developed over long careers is lost to the organisation when experienced people leave. Let me explain.
It is rightly said that you can be extremely knowledgeable, yet not be wise. Wisdom comes from being able to convert knowledge into principles, patterns, processes and insights that can be effectively applied to new, complex challenges not previously encountered. An example can be found in the financial investment market. There are thousands of knowledgeable financial investors world wide. So, ask yourself why is it that they can`t predict the future when Warren Buffett can (or certainly appears to)? What is it that he has that they don`t have? Well for starters it is not access to more information. Instead it is access to market models, patterns, and principles that Mr Buffett applies to any new complex market reality he faces, and the wisdom of his models, patterns and principles have proven to be effective predictors time and time again.
Now explore this principle within an organisation. What we spend much of our time doing in training courses is trying to get information into people`s heads, so that they can access it some time in the future. Much of this training, if we are honest, is mundane and boring. We term it management development, often it is simply teaching managers the many organisational processes that they are required to follow in performing their jobs. This includes how to conduct a performance review; how to handle a grievance; how to do a departmental budget. Very little of it ever delves into the underlying principles of individual and organisational effectiveness; the stuff you can only get from a greying executive who has been there and done that. Much of what successful, experienced executives tell you would probably contradict the information contained in the management courses. Yet few organisations focus their energy on tracking down and capturing this wisdom. Instead they busy themselves filling up volumes of courseware guides on information that may well be outdated before it even goes to print.
So here is a thought. Why don`t we ditch these courses all together! Why don`t we rather use technology to capture the logic flows of processes that we demand our learners to memorise (and which typically change on a monthly basis!)? Think about it. Instead of being sent on a 2-day course on the company`s new disciplinary procedures, you are given access to a dynamic decision support tool developed by the wise specialists within your company. So when in 18 months time you need to follow a disciplinary procedure, you simply access a quick overview of the key principles, and then open the online support tool. This tool dynamically walks you through the process, adjusting each time depending on your previous response. At the end, the model provides you with a report of the process that you followed (all correct according to compliance requirements), as well as links to any related task lists or documents that may prove helpful. Had the process changed the day before you used the tool, it would have been updated and you would be none the wiser.
Or how about that 2-day course on how to do a department budget. Instead of boring yourself to tears on something you do once a year (and typically hate), why not work with your wisest financial people to develop an online budget builder. So when people need to do the budget, the builder asks them the appropriate questions in non-financial speak. As they answer them, the software builds the budget in the corporate template (already linked up to the Group financial plans). No training, just compliant accurate budgets!
The point is that many talented young people have to wait in the queue because they do not have the experience or knowledge to take on more senior jobs earlier (i.e. they need to wise up first). What if organisations focused on building technologies that captured much of the "process" wisdom within their ranks and gave everyone access to it in real time? Suddenly creating a strategy without having to be booked on a 3-day specialist course becomes feasible. You simply review an online or paper-based summary of the key concepts, and then access the tool that helps you build an effective strategy (with online coaching available at the click of a mouse button). Young talent can therefore access corporate wisdom without the need for tenure, leaving performance as the main criteria for success.
That is what you call just-in-time learning, and if you think that this is futuristic talk, think again. We are using this approach right now, and so could you!
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