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Enabling Learning Agility in an Era of Accelerated Change

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How do we enable a culture of continuous learning? How do we support agile, adaptive and innovative thinking when change is business as usual? And how do we future-proof ourselves in the face of the robot apocalypse? This presentation stems from my work developing Learn2LearnApp.com and serves as a primer in developing learning agility for individuals and organisations.

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Enabling Learning Agility in an Era of Accelerated Change

  1. 1. WELCOME TO THE FOURTH INDUSTRIAL REVOLUTION
  2. 2. of existing jobs will be lost by 2020 * of Fortune 500 companies won’t exist in 10 years ** of core skills will change by 2020 * *TheFutureof Jobs, WorldEconomicForum **JohnM. OlinSchool of Business, WashingtonUniversity WELCOME TO THE FOURTH INDUSTRIAL REVOLUTION
  3. 3. My father had one job in his lifetime, I will have six jobs in my lifetime, and my children will have six jobs at the same time. -- Robin Chase, Author of Peers Inc. In the new world, it is not the big fish which eats the small fish, it’s the fast fish which eats the slow fish. -- Klaus Schwab, Exec. Chairperson World Economic Forum AN ERA OF ACCELERATED CHANGE
  4. 4. THE REAL ISSUE Avoid the hype. Keep a level head. Focus on the most important question…
  5. 5. HOW WILL WE SURVIVE THE ROBOT APOCOLYPSE !!!!
  6. 6. The rise of digital and data The rise of personalised experience Customer centricity and the rise of ‘human’ skills The rise of agility KEY TRENDS IN THE FUTURE OF WORK
  7. 7. CAN’T COMPETE WITH ROBOTS, ON THEIR TERMS… Information recording & recall. Algorithms & calculations. Rule based problem solving. Rote, repetitive tasks. Physically demanding work.
  8. 8. SURVIVE THE ROBOT APOCOLYPSE BY EMBRACING OUR HUMANITY (aka. Skills for the future)
  9. 9. TWO DIMENSIONS TO ENABLE LEARNING AGILITY
  10. 10. LEARNING AGILITY FOR INDIVIDUALS
  11. 11. BEFORE WE START… The elephant in the room? You are going to forget this presentation…
  12. 12. The perils of: - Stability bias. - Automatic processing. - Reconstructed memory & schema - Illusions of competence. - And of course, the forgetting curve! YOU ARE GOING TO FORGET THIS
  13. 13. Choose somebody to tell and take notes to explain it to them. Connect it with your knowledge/ experience/ challenges. Apply actions, soon (and ideally with others). Use some of the prompts from this contract. Free download details below. QUICK EMBEDDING STRATEGIES A free resource from Learn2Learn App. Use it to help embed change from conferences, workshops & events. For more visit Learn2LearnApp.com Connect with Arun via arunpradhan.com LEARN2LEARN NAME: DATE:POST EVENT & CONFERENCE CONTRACT. EVENT: CONCEPTS & BIG IDEAS 3 NEW ACTIONS 3 NEW HABITS ROUTINE REWARDTRIGGER WHO WILL I SHARE THESE TAKEAWAYS WITH? WHEN AND WHERE? WHO WILL HELP HOLD ME TO ACCOUNT? ACTION WHEN & WHERE? CASE STUDIES/ STORIES/ EXAMPLES SKILLS & TECHNIQUES QUESTIONS & ISSUES TO EXPLORE PEOPLE & NEW CONNECTIONS RESOURCES & TOOLS MYTAKEAWAYSMYCOMMITMENTMYSUPPORT MY CHALLENGE MY GOAL ? Free download -> arunpradhan.com > bottom of page> ‘Article’ tab.
  14. 14. HOW WELL DO YOU REALLY KNOW YOUR BRAIN?
  15. 15. 1) We use about 10% of our brains but can improve this with effective cognitive strategies. 2) At least 7% of people are kinaesthetic learners who require a more ‘hands on’ experience. 3) When studying in four short sessions, it’s best to spend the respective sessions studying; testing yourself; studying; and then testing yourself again. 4) Right brained people are generally better at multitasking than left brained people. TRUE OR FALSE?
  16. 16. 1) We use about 10% of our brains but can improve this with effective cognitive strategies. 2) At least 7% of people are kinaesthetic learners who require a more ‘hands on’ experience. 3) When studying in four short sessions, it’s best to spend the respective sessions studying; testing yourself; studying; and then testing yourself again. 4) Right brained people are generally better at multitasking than left brained people. TRUE OR FALSE? Multi-tasking Learning styles Right brain/ left brain 10% of brain usage The new theory of disuse Desirable difficulties Spaced repetition Retrieval practice Interleaved study FALSE OUT IN Bjorkondesirabledifficulties.
  17. 17. WHY ISN’T THIS PRESENTATION JUST ABOUT MEMORY HACKS?
  18. 18. Most people don’t focus on learning. They’re too busy being overwhelmed, busy and outcome driven. They focus on getting things done - faster, easier & better. In that context, learning is simply one means to performance. REALITY CHECK
  19. 19. LEARNING FOR PERFORMANCE
  20. 20. LEARNING FOR A CHANGE
  21. 21. LEARNING AGILITY - FIVE KEY AREAS
  22. 22. How would that free you up to be uniquely human and add value to your work? What new mindsets, skills and knowledge do you need to make the most of this new opportunity? AUGMENTING WITH TECHNOLOGY & SYSTEMS – 3 BIG QUESTIONS What part of your job do you actually want to be automated / augmented?
  23. 23. Consider your own tech ecosystem. Here’s mine… Ideally combine with (low-tech) habits. My priorities: - Getting stuff done - Improving: - Developing mental models - Gathering & storing relevant info (not in my brain) AUGMENTING WITH TECHNOLOGY & SYSTEMS PUBLIC PERSONAL AT WORK mental models & templates collecting and tagging contentcollaborative work organising & prioritising networking, wol & exploration content, courses & ideas spaced recall app JaneHart’s TopTools 2018
  24. 24. Developing know who. Working out loud = sharing unfinished work. Contributing to others. AUGMENTING WITH PEOPLE JohnStepper. WorkingOut Loud.
  25. 25. Growth mindset – Carol Dweck. Curiosity. Optimism through ambiguity. Metacognition: the first step to shifting your ‘inner voice’ is bringing awareness to it. MINDSET Mindset byCarol Dweck.
  26. 26. Gladwell’s 10,000 hours. Ericsson: Deliberate Practice. DEVELOPING SOFT & COMPLEX SKILLS
  27. 27. Deliberate practice is focused, conscious action with feedback to improve. Pattern recognition from experience, observation & stories (with reflection). Supported stretch projects to challenge and expand. DEVELOPING SOFT & COMPLEX SKILLS
  28. 28. Broad definition: Mental models are assumptions, generalisations, or concepts that allow us to quickly interpret our surroundings and take action. They are short cuts and cognitive tools that we use to understand and act. DEVELOPING HIGHER ORDER THINKING & PROBLEM SOLVING
  29. 29. Learn less facts. Learn more mental models. Construct a ‘latticework of mental models’ (Charles Munger) = expanded cognitive toolkit. Criteria - Does it help shed light on myself and inform my action? - Does it help me predict and engage with the world? DEVELOPING HIGHER ORDER THINKING & PROBLEM SOLVING
  30. 30. DEVELOPING HIGHER ORDER THINKING & PROBLEM SOLVING
  31. 31. The good and bad of tacit mental models. Unconscious competence vs unconscious bias. DEVELOPING HIGHER ORDER THINKING & PROBLEM SOLVING
  32. 32. DEVELOPING HIGHER ORDER THINKING & PROBLEM SOLVING
  33. 33. THOSE FIVE KEY AREAS AGAIN
  34. 34. ANATOMY OF AN AGILE LEARNER – SUMMARY STRATEGIES
  35. 35. LEARNING AGILITY FOR ORGANISATIONS
  36. 36. How would you stop people learning in your organisation? BE EVIL L&D INCORPORATED FOR A MOMENT
  37. 37. ANATOMY OF A LEARNING ORGANISATION – ENABLING LEARNING AGILITY
  38. 38. Microsoft Satya Nadella embracing growth mindset, calling on his people to be a ‘learn-it-alls’ rather than a ‘know-it-alls’. Monthly ‘what I learned’ videos. Investing in diversity programs, including KPIs. HBR 2016* reported on other initiatives: Hackathons, high risk projects & talent programs (= annual week of CEO and exec time) DIRECTION > LEADERSHIP - MICROSOFT *https://hbr.org/2016/10/how-microsoft-uses-a-growth-mindset-to-develop-leaders
  39. 39. Citi experience, exposure, education marketing-style #BeMore campaign. Engaged leaders to work out loud. Social learning focus. Challenging micro-actions, 10 minute activities. PURPOSE & WIIFM > CAMPAIGNS - CITI LearningSolutions Magazine–LearningAgility: Citi’s Campaignfor Continuous Learning.
  40. 40. PURPOSE & WIIFM > CAMPAIGNS – OTHER EXAMPLES Unilever C4G (Connected for Growth) campaign Focus on entrepreneurial leadership qualities for innovation. Developing an ‘owners mindset’ for ownership, collaboration and test & learn. Using a curation platform for learning.
  41. 41. PURPOSE & WIIFM > CAMPAIGNS – FROM THE LEARN2LEARN APP
  42. 42. Focus on 2025 future skills = portable skills such as resilience, collaboration & adaptive thinking. Use Learning Bank – curated and resource platform. Piloting micro-credentials as the ‘currency’ for soft skills. Micro-credentials are skill specific certifications which focus on actual capability. FEEDBACK > MEASURE - WESTPAC DeakinCo. Report: EnablingtheFutureof Work.
  43. 43. Bosch digital transformation = greater collaboration. Be visible with work, share your knowledge and expertise. Targeted networking with experts. Habitualise sharing knowledge, giving and seeking feedback and virtual collaboration. OPPORTUNITY > KNOWLEDGE SHARING - BOSCH http://www.bosch-presse.de/pressportal/de/en/working-out-loud-at-bosch-137280.html
  44. 44. Example of augmented worker. Amazon hires about 120,000 holiday staff who previously had 6 weeks training. Updating environment = 2 days on-the-job training. Robots identify packages, move required items and include touch screens with just-in- time training. EASE > SYSTEMS - AMAZON Techtimes ‘AmazonHolidayJobs, tappingrobots for faster training.
  45. 45. “Our hit ratio is way too high at the moment. We have to take more risks.” – Netflix CEO, Reed Hastings. See the famous ‘culture slide deck’: Encourage bias-to-action, take smart risks and challenge prevailing assumptions. “We took risks with the people stuff like we took risks with business.” Patty McCord, cofounder. CONFIDENCE > CULTURE - NETFLIX Netflixcultureslidedeck
  46. 46. - Begin with reality check before co-designing a way forward. - Encourage influencers & leaders to share their learning stories. - Align learning with business values. - Focus on outcomes, what it will give your customers. - Encourage and enable curiosity, honesty and feedback. - Invest in connecting the right people at the right time. - Measure & reward individual strengths = a ‘skills marketplace’. - Consider what platform and systems will enable knowledge sharing and collaborative work. - Provide leaders and teams with tools and WIIFM around inclusivity, curiosity and psychological safety. - Embed language, awareness & strategies on learning agility. MY MAIN LESSONS FOR ORGANISATIONAL LEARNING SO FAR
  47. 47. - Focus on human skills of empathy & communication. - Reinvent yourself & champion learning agility. - Use memory hacks, but go beyond them: how will you develop & augment yourself? - Focus on the 5 areas shown, especially developing diverse mental models for yourself and organisation. IT START WITH YOU.
  48. 48. arunaway arunzpradhan arunpradhan.com I’m an Australian based learning & performance consultant who specialises in: • Using design thinking to co-design impactful performance solutions and L&D strategies. • Enabling a culture of learning agility and continuous learning. • Empowering & upskilling L&D teams. Don’t be a stranger. Connect and let’s chat. learn2learnapp.com Learning agility and innovation for enterprise – contact for pricing & a demo.

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