Learning

Learning

free cities attract creative individuals

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Why have certain cities fostered creativity over time?

“First, the protection of personal and economic freedoms changed the local culture, making it more receptive to innovations and new ideas. Second, the new institutions also changed incentives, through a more meritocratic and inclusive social environment, but also by encouraging works of art and innovations that would enhance the prestige of the city. Third, free cities attracted talented and creative individuals who escaped censorship and persecution elsewhere, and this created role models and facilitated social learning, breeding new generations of innovators.” —VOX 2018-01-06

This study of European city development showed that first the space must be amenable to creative individuals and then people can flourish. This is similar to the conclusions of Eric Weiner in The Geography of Genius who identified diversity, disorder, and discernment as keys to creative genius.

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co-learning is better than marketing

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Work is learning, and learning is the work. Marketing, for the most part, is about learning. What’s interesting is that ” … the content developed by most marketing departments is used in less than 7 percent of all buying decisions”, according to McKinsey, as cited in The Hypersocial Organization. So it’s not about the content. It’s all about the human connections.

As the Cluetrain Manifesto (1999) began with its first of 95 theses, “Markets are conversations”. Cluetrain continued with thesis #11 — “People in networked markets have figured out that they get far better information and support from one another than from vendors. So much for corporate rhetoric about adding value to commoditized products.” We learn best from each other in trusted relationships.

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more than re-skilling

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Here is the advice of the co-founder of Degreed on a ‘workplace self-training paradigm‘.

First, encourage them to think of reskilling as a game — one they now have more control over winning …

Next, help workers manage their skills with regular checkups to evaluate their current expertise against market conditions …

Finally, work with employees to pinpoint opportunities to put their new skills into action.

It reminded me of advice that Lilia Efimova gave fifteen years ago — on which I based I my own PKM framework — which is a broader approach to workplace learning than merely looking at work from a training or re-skilling perspective.

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making space

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Sometimes, perhaps too often, we are asking the wrong questions about workplace learning. For instance, we should not be asking how people can work more efficiently. We should be asking what are the best conditions for people to do their work.

A friend who works in retail banking told me recently how they loved their work but there was never enough time in the day to get everything done and they always left work feeling exhausted. In addition, the training they received, in the form of e-learning courses, was perceived to be useless. The best learning came from periods when the three co-workers could discuss a problem together. These were infrequent. I see similar conditions in most of the industries and organizations I consult with. There is just not enough time.

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relatedness for knowledge sharing

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In the HBR article Why Employees Don’t Share Knowledge with Each Other the authors find three main reasons [research paper behind a paywall]. First, people share knowledge when they are autonomously motivated, and not directed to do so, or pressured by peers. Second, cognitively demanding work is shared more frequently. Third, knowledge is shared best between equal peers and not with those who are dependent on the sharer. While this research was done with 394 Australian workers at various locations, as well as 195 Chinese workers at one company, it is reflective of older research — self-determination theory — conducted by Edward Deci and/or Richard Ryan from 1971 to 2018.

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our learning blueprint

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“Culture is an emergent property of human groups, a new property of the whole not manifested in the parts themselves. And it arises from humans having the brains and social systems that allow for retaining and exchanging ideas.

Human culture also accumulates. This means that brains and social systems capable of coping with more and more stuff are increasingly advantaged across time. And it also means that the force that culture has been applying to our evolution has been increasing over the past ten thousand to forty thousand years. Once humans evolved to be capable of teaching and learning, they developed a parallel evolutionary strand, cultural evolution, side by side with genetic. These two strands intersect repeatedly in many places and times. Each leaves its mark on the other. ” —Nicholas Christakis, Blueprint: The Evolutionary Origins of a Good Society

Christakis’s ‘social suite’ is a range of traits that are common among all human societies, though not always manifested in the same way. For more information, read Howard Rheingold’s review of Blueprint. When it comes to the age-old question of Nurture versus Nature, Christakis answers that it is both, like a double helix. This is not a unique perspective.

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metamodernity

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Continued from: understanding the shift

To an older culture, a newer one often looks amoral, as morality guides older cultures. To a newer culture, older cultures appear to be primitive, lacking complexity. But each culture has its pros and cons. The challenge in developing what Lene Rachel Andersen calls ‘metamodernity‘ is in taking the positive aspects of previous human cultures in order to create a global culture that can deal with the complexity of technology, climate emergency, and evolving political situations.

The Nordic Bildung perspective of societal evolution aligns with David Ronfeldt’s TIMN Model, which I have discussed in — understanding the shift. Andersen suggests we can build upon the positive aspects of each previous societal form in order to create a metamodern society. We do not need to destroy the old ways.

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“the strategic and purposeful production of ignorance”

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“You will not achieve an informed public simply by making sure that high quality content is publicly available and presuming that credibility is enough while you wait for people to come find it. You have to understand the networked nature of the information war we’re in, actively be there when people are looking, and blanket the information ecosystem with the information people need to make informed decisions.” —danah boyd

So concludes danah boyd in an excellent piece on what lies beneath the current flood of fake news: agnotology — “the strategic and purposeful production of ignorance”. Anyone who is concerned about the erosion of democracy as a result of the fragmentation of society through fake news, propaganda, or conspiracy theories should read this article. The conclusion is that we cannot achieve this by merely spreading good information.

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beyond the solutions at hand

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“There is a need to deal with the problem independent of the solutions at hand. We have a tendency to define the problem in terms of the solutions we already have. We fail most often not because we fail to solve the problem we face, but because we fail to face the right problem. Rather than doing what we should, we do what we can. In the systems view, it is the solution that has to fit the problem, not vice versa.” — Systems Thinking: Managing Chaos and Complexity: A Platform for Designing Business Architecture

Systems thinking seems to be missing in many parts of our society. For example, green energy proponents refuse to consider low carbon nuclear power as an option, including new nuclear technologies like molten salt. I am not sure what the optimal solution is but there is a significant cost to solar energy. Using only “the solutions at hand” can blind us to other options. Once we have taken up our positions, we seldom question them. This is one of our greatest mistakes, especially since more of our challenges will be complex in a connected world of seven billion people with degraded natural resources and facing climate change.

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social learning is innate

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Social learning is a key theme of mine because imitation is how we learn as a species. Social learning is best explained by Albert Bandura, recognized as the most eminent psychologist of the modern era.

“Learning would be exceedingly laborious, not to mention hazardous, if people had to rely solely on the effects of their own actions to inform them what to do. Fortunately, most human behavior is learned observationally through modeling: from observing others one forms an idea of how new behaviors are performed, and on later occasions this coded information serves as a guide for action.” —Albert Bandura

Making our organizations open to social learning fosters innovation. Nobody works in a vacuum and we all build upon past ideas and achievements. Open structures that distribute authority can lead to more transparent knowledge sharing which promotes social learning. This open sharing can foster more diverse perspectives which can fuel active experimentation. Innovation emerges from this constant flow of ideas and experiments.

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