Are you an L&D professional seeking to transform your organization into an 'Ultimate Learning Machine'?
Dive into the article by Andrew Barry and explore how we can shift from pushing information to encouraging curiosity, human connection, and continuous learning using the Learning Culture Lotus. Discover how Shared Vision, Shared Assumptions, Shared Stories, and Shared Experiences can drive performance toward your company's mission.
Andrew Barry
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💡 The Big Idea
🤓 Q&A
What is the Learning Culture Lotus?
The Learning Culture Lotus is a framework introduced in the article for cultivating a learning culture within an organization. It is based on four key elements: Shared Vision, Shared Assumptions, Shared Stories, and Shared Experiences.
How does the author define 'Shared Vision'?
Shared Vision involves creating a collective picture of the future that aligns with individual visions and the company's mission. It emerges gradually from personal visions and requires ongoing conversation.
What are 'Shared Assumptions'?
Shared Assumptions are the norms or beliefs that define how people work within the organization. They serve as the basis for how problems are solved and how value is created within the company.
Can you explain what 'Shared Stories' are?
Shared Stories are narratives that connect people on an emotional level. They are memorable, trigger imagination, build connections, and inspire individuals within the organization.
What does the author mean by 'Shared Experiences'?
Shared Experiences are collective experiences that move people closer to the shared vision. They bring people together to engage in dialogue around common challenges, using a common language.
What are Cohort Learning Experiences (CLXs)?
CLXs are a method to facilitate shared experiences and active learning. They consist of asynchronous content, live sessions, and practice and reflection.
How does this new approach to corporate learning impact a company's performance?
The author argues that when these elements of the Learning Culture Lotus come together, they create a feedback loop that drives performance toward the company's mission and transforms the company into an "Ultimate Learning Machine".
"Corporate training doesn’t fail because people lack information or quality media. It fails because people lack the chance to explore their curiosity and connect with fellow learners."
🤔 My Thoughts
The Good:
The Learning Culture Lotus framework, with its four elements - Shared Vision, Shared Assumptions, Shared Stories, and Shared Experiences - is a powerful tool. It provides a holistic approach to fostering a learning culture within an organization. The emphasis on individual curiosity as the starting point for learning is particularly insightful. It recognizes that learning is a deeply personal process and that fostering curiosity can lead to more engaged and motivated learners.
Challenges:
While the framework is compelling, implementing it in a real-world setting could be challenging. Not all organizations may have the resources or the organizational culture to support such a shift. For instance, fostering individual curiosity and continuous learning requires a certain level of autonomy and flexibility that may not be present in more rigid, hierarchical organizations.
The article doesn't delve deeply into the potential obstacles and resistance that might be encountered when trying to implement this approach. Change, especially cultural change, is often met with resistance. It would have been beneficial to see more discussion around strategies for overcoming these challenges.
Despite these challenges, the article presents a compelling vision for the future of corporate learning. It challenges L&D professionals to rethink their approaches and consider how they can foster a culture of curiosity and continuous learning within their organizations.
Lingering Questions:
While the article provides a high-level overview of the Learning Culture Lotus framework, I'm left wondering about the practical aspects of implementing it.
- How can an organization practically foster individual curiosity and continuous learning?
- What specific strategies can be used to create Shared Experiences and Shared Stories within an organization?
- How can we measure the success of implementing this approach?
I look forward to exploring these questions and seeing how this approach can be applied in different organizational contexts.
🌎 Business Example
Let's consider a hypothetical example of a tech startup, let's call it "TechNova", that decided to implement the principles of the Learning Culture Lotus to transform its learning culture.
TechNova was a rapidly growing company, but they were facing challenges with employee retention and engagement. The traditional top-down training methods were not resonating with their workforce, which was largely composed of young, curious, and innovative minds. Recognizing the need for change, the L&D team at TechNova decided to implement the principles of the Learning Culture Lotus.
Shared Vision: The L&D team started by engaging employees in conversations about their personal visions and how these aligned with the company's mission. They organized town halls and brainstorming sessions where employees could share their ideas and aspirations. This process helped to create a Shared Vision for the company that was both personally meaningful to employees and aligned with the company's goals.
Shared Assumptions: The team then worked on identifying the Shared Assumptions within the company. They conducted surveys and focus groups to understand the norms and beliefs that were guiding employees' actions. They found that while there were some positive assumptions, such as "innovation is valued", there were also negative ones, like "mistakes are not tolerated". The L&D team then worked on strategies to reinforce the positive assumptions and address the negative ones.
Shared Stories: To foster Shared Stories, the L&D team introduced a company-wide platform where employees could share their experiences, learnings, and successes. This platform became a space for employees to connect on an emotional level, inspire each other, and reinforce the Shared Vision.
Shared Experiences: Finally, the L&D team implemented Cohort Learning Experiences (CLXs) to facilitate Shared Experiences. They curated relevant content for employees to learn asynchronously, organized live sessions for discussion and collaboration, and encouraged practice and reflection. These CLXs brought employees together to engage in dialogue around common challenges and learn from each other.
Over time, TechNova saw a significant improvement in employee engagement and retention. The Learning Culture Lotus not only transformed their learning culture but also drove performance towards the company's mission, turning TechNova into an "Ultimate Learning Machine".
🏕️ Parable
🧠 Key Terms Discussed
Cohort Learning Experiences (CLXs)
Definition: CLXs are a method to facilitate shared experiences and active learning. They consist of asynchronous content, live sessions, and practice and reflection.
- Relevance: CLXs are relevant because they provide a structured approach to learning that encourages active participation and reflection. They can help to create a more engaging and effective learning experience.
- Examples: An example of a CLX could be a training program where employees learn about a new software tool. They could start by watching instructional videos (asynchronous content), then participate in a live session where they can ask questions and discuss the tool with their colleagues, and finally, they would have the opportunity to practice using the tool and reflect on their learning.
- Related Terms: Asynchronous Learning, Synchronous Learning, Active Learning
- Common Misconceptions: A common misconception might be that CLXs are the same as traditional training programs. While they may share some similarities, CLXs place a greater emphasis on active learning, reflection, and shared experiences.
Shared Vision
Definition: Shared Vision involves creating a collective picture of the future that aligns with individual visions and the company's mission.
- Relevance: Shared Vision is crucial in guiding the direction of a company and ensuring that everyone is working towards the same goals. It helps to create a sense of purpose and unity among employees.
- Examples: A tech company might have a Shared Vision of "making technology accessible to everyone". This vision aligns with the company's mission and the personal visions of employees who are passionate about technology and inclusivity.
- Related Terms: Mission Statement, Company Vision, Strategic Planning
- Common Misconceptions: A common misconception is that a Shared Vision is simply a statement that is decided by the top management. In reality, a truly effective Shared Vision emerges from the personal visions of all employees and requires ongoing conversation and alignment.
Shared Experiences
Definition: Shared Experiences are collective experiences that move people closer to the shared vision. They bring people together to engage in dialogue around common challenges, using a common language.
- Relevance: Shared Experiences help to build a sense of community and shared understanding among employees. They provide opportunities for learning, collaboration, and problem-solving.
- Examples: A Shared Experience could be a team-building retreat where employees participate in activities that require collaboration and problem-solving. These experiences can help to build stronger relationships among employees and foster a sense of community.
- Related Terms: Team Building, Experiential Learning, Collaboration
- Common Misconceptions: A common misconception is that Shared Experiences have to be large, organized events. In reality, Shared Experiences can occur in day-to-day interactions and activities, such as team meetings, project work, or informal conversations.
Shared Assumptions
- Definition: Shared Assumptions are the norms or beliefs that define how people work within the organization.
- Relevance: Shared Assumptions shape the behavior and decision-making within a company. They form the underlying basis for how problems are solved and how value is created within the company.
- Examples: In a company that values innovation, a Shared Assumption might be "we are always looking for better ways to do things". This assumption encourages employees to constantly seek improvements and new ideas.
- Related Terms: Organizational Culture, Norms, Beliefs
- Common Misconceptions: A common misconception is that Shared Assumptions are always explicitly stated or documented. In reality, many Shared Assumptions are implicit and are often revealed through the actions and decisions of employees.
Shared Stories
Definition: Shared Stories are narratives that connect people on an emotional level, inspire them, and reinforce the shared vision.
- Relevance: Shared Stories are powerful tools for building connections among employees, reinforcing the shared vision, and inspiring action.
- Examples: A Shared Story could be a narrative about how a team overcame challenges to deliver a successful project. This story could inspire other teams and reinforce the shared vision of achieving excellence through teamwork.
- Related Terms: Storytelling, Narrative, Corporate Communication
- Common Misconceptions: A common misconception is that Shared Stories are only about success. In reality, stories about challenges, failures, and learning experiences can also be powerful tools for connection and learning.
🚀 Your Action Plan
For L&D professionals who are inspired by this resource and want to implement the principles of the Learning Culture Lotus within their organization, here are some suggested next steps:
1. Understand the Current State: Start by understanding the current learning culture in your organization. Conduct surveys, interviews, or focus groups to understand the existing norms, beliefs, and learning practices. This will help you identify the areas that need improvement and the aspects that are already working well.
2. Create a Shared Vision: Engage employees in conversations about their personal visions and how these align with the company's mission. This could be done through town halls, brainstorming sessions, or one-on-one conversations. The goal is to create a Shared Vision that is both personally meaningful to employees and aligned with the company's goals.
3. Identify and Address Shared Assumptions: Identify the norms and beliefs that are guiding employees' actions. Once you've identified these Shared Assumptions, work on strategies to reinforce the positive ones and address the negative ones. This could involve changes in policies, procedures, or communication strategies.
4. Foster Shared Stories: Create platforms or opportunities for employees to share their experiences, learnings, and successes. This could be a company-wide platform, regular team meetings, or informal sharing sessions. The goal is to create Shared Stories that connect people on an emotional level, inspire them, and reinforce the Shared Vision.
5. Implement Shared Experiences: Implement Cohort Learning Experiences (CLXs) or other learning experiences that facilitate shared experiences and active learning. This could involve a mix of asynchronous content, live sessions, and opportunities for practice and reflection.
6. Monitor and Adjust: Once you've started implementing these principles, it's important to monitor the impact and adjust as necessary. This could involve regular check-ins with employees, surveys to gather feedback, or tracking metrics related to employee engagement and retention.
Remember, transforming a learning culture is not a one-time event but a continuous process. It requires ongoing effort, commitment, and flexibility to adapt to the changing needs of the organization and its employees.
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