At Google there is little formal learning. Experience is the teacher.
Articles by Jay Cross
If line leaders don’t think learning has value, they will not be loyal to the function.
Environmental factors have a significant impact on how well people learn. Pay more attention to how workers feel about learning and what they say about it.
Facts are impotent until coupled with feelings. People learn rational knowledge and absorb intuitive knowledge by different means.
Teach and encourage workers to stand when working. Stand up for something that makes people healthier at little cost.
Keeping teams energized is everyoneâ€™s job in a networked organization. It takes three or more positive outbursts to make the same impact as one negative one.
Use networks to create services and share collective intelligence.
Tap into employeesâ€™ emotions to boost productivity.
The only way to keep up is to work and learn with others. People weâ€™ve overlooked, workers with experience, have to learn every day, too.
Fixating on the short term is foolish in the long run because it doesnâ€™t prepare you to thrive in a world of systemic, wholesale change.
Return to treating people like people instead of cogs in a machine, writes CLO columnist Jay Cross.
Businesses talk about adapting to change quickly, but they donâ€™t take advantage of it. When a practice is not producing results, itâ€™s time to unlearn it.
Pulling information from a vast array of disciplines and sharing it is a learning duty.