Fast Co. article #12, "8 Principles for Learning," Issue 5, by Christina Novicki

A company with a lot of financial resources called XBS hired a team of researchers to assess their company to find out what the work was like for their employees and how it gets done. The purpose for this study was to analyze the conditions in order to initiate a long term change strategy. They wanted a change plan that was in line with the reality of the work. The study was done over a 14-month period and included ethnographic observations at several XBS corporate offices and customer service centers.

The main researcher, Brigitte Jordan, developed 8 principles for learning as one outcome of the study. According to the article, the company considered these principals as they implemented their plan.

1. "Learning is fundamentally social"-- Jordan asks the question, "is it the training that's critical or the interaction during the training?" This is a good question, and if the training consists of basic adult learning tenants such as engaging participants' by drawing from their own life experiences in the discussions, it will include lots of interaction.

2. "Cracking the whip stifles learning"-- Jordan says that recognizing the value of informal interaction that happens in the hallways and break times is important. Those who stifle relationship building between employees are missing the point of community building.

3. "Learning needs an environment that supports it"--Jordan recommended restructuring the work environment at XBS to encourage informal interaction and social learning. Cubicles that hinder personal interaction with others were torn down.

4. "Learning crosses hierarchical bounds"--Learning opportunities were made available to all staff at XBS. They called "cross-functional learning" or learning in a group of people made up of different jobs and titles, a big motivator.

5. "Self-directed learning fuels the fire"--XBS now designs their training so that employees can structure their own training which helps them become better motivated and eager to learn.

6. "Learning by doing is more powerful than memorizing"--XBS creates learning opportunities that include experiential-type experiences so that employees can practice role-playing with customers.

7. "Failure to learn is often the fault of the system, not the people"--Jordan recommends evaluating training if it doesn't seem to work to examine how it either motivates or hinders learning.

8. "Sometimes the best learning is unlearning"--Engagement in the process is vital so if people are not able to be engaged because of past learning experiences, Jordan suggests giving them space to "unlearn."

Although these principles about learning seem basic to me, I would guess that most organizations do not consider them when making decisions on large-scale change initiatives. These principles are all part of creating and sustaining a healthy work environment. XBS is on the right track by being open to learning and asking questions.

-- Anonymous, May 24, 2000