Editor’s note: LinkedIn Learning’s research of 4,000 executives – including L&D professionals, managers and employees – shows that the number one challenge for L&D is getting employees to make time for learning. As well as the challenges facing L&D, this research looks at how learning teams are delivering and evaluating learning interventions.
Editor’s note: Standing during meetings is good for you but researchers have highlighted that the social norms of meetings put pressure on people to remain seated. The answer: design more spaces where people can meet standing.
Editor’s note: A simple mechanism of writing weekly notes and sharing them up and down the organisation had a huge impact on the Apollo space programme . . .
Editor’s note: Forgive for not knowing that William Kahn proposed the idea that what mattered for employees was how they felt about work. Kahn proposed three ingredients that are key for engagement: meaningfulness in the work, psychological safety and psychological availability.
Editor’s note: Asking good questions gets you good results, whatever it is you are trying to achieve. The Socratic approach to asking questions will help get to good answers. here are some examples.
Editor’s note: Don’t ask employees to provide feedback on behaviour change and business impact (Kirkpatrick levels three and four), says Will Thalheimer. Why? Because feedback is subjective and therefore unreliable . . .
Editor’s note: If you are interested in creativity then Amy Burvall, who spoke on the topic at the Learning Technologies Summer Forum, has created a treasure chest of resources. There are some gems in here, so take your time picking through them.
Editor’s note: In this article, Cathy Moore provides some simple steps to create relevant compliance training (if training is what you need once you have understood the requirements). Moore’s main takeaway: design for applying the rules, not knowing the rules.
Editor’s note: A useful reminder of the myths that pervade learning. Each links off to supporting research.
Editor’s note: To mark Digital Leaders Week, a range of people at the Government Digital Service reflected on what makes a great digital leader. Interestingly, technological nous and your place in the hierarchy are not determining factors.
Editor’s note: This week I experienced a Thinking Environment facilitated by Meg Peppin. The concept, developed by Nancy Klein, helps people think better – arguably a skill for our time. This video describes the different elements that make up a thinking environment.
Editor’s note: Do you know what a learning experience platform is? If not, then you probably won’t know that the learning experience market has exploded! But seriously, Degreed’s purchase of Pathgather shines a light on this part of the learning technologies market. Beware of the hype . . .
Editor’s note: Rob Briner, professor of organizational psychology at Queen Mary University of London, takes a look at whether unconscious bias actually works.
Editor’s note: Action learning is nothing new but it is worth considering its impact on how a team functions and how the process can help build trust and psychological safety between team members.
Editor’s note: It is hard to find the time to pause, think and reflect. And yet, this process is key to learning. It’s also good for us more generally. Could employers design workspaces for quiet reflection?