This model puts a strong emphasis on what is also called “learning on the job“ or “learning by experience”.
Apart from the fact that it provides a quite straightforward, yet almost always overruled, statement, this model is questioning the very concept of learning organizations.
Or at least, it is challenging its implementation in a vast majority of organizations.
I indeed observed that in most cases, as soon as you say or write the word learning, immediately, whatever the topic it is, it fells down to the responsibility (and the silo, of course…) of the learning & development – L&D – team (or worse, the training department, or even worse and please excuse my French, la direction de la formation).
Where is the issue?
We have stopped talking about WORK!
How do these learning platforms or programs relate to work? not always sure..
How do they integrate and connect with working environment? it’s getting better but still not really clear…
To what extent learning organizations are designed around those who work? I won’t even take the risk to answer this one…
I have the feeling that in this quest for learning organizations, companies have completely despised the learning benefits of work, projects, assignments, experience, failure, success, …all these very daily and Human events in the life of a modern worker.
Organisations around the World are adopting the 70:20:10 framework to support a transition in the role of learning professionals from being a training provider to a performance consultant in order to drive performance improvement
Performing organizations are characterized by the conditions in which they are operating not by the quantity of contents and programs created and delivered. These key conditions are always the same:
- A purpose for the organization, stating its raison d’être and its performance target
- Experience based working tools & environment, fostering initiative, sharing and learning
- Collaboration, recognition and rewards as the basics of the ways of working (and learning…)