As ever in learning and development, certain themes seem to move around the industry unbidden. They have a sense of the viral to them, spreading in unknown ways between L&D teams, practitioners, industries and time zones. There is always a zeitgeist to the world of learning and development.
It’s one of the reason that conferences are so interesting – to observe the spread and progress of ideas. As Chair of the World of Learning conference, I have a privileged view. I’m involved in reviewing the audience feedback we gain, which informs future events; I’m involved in discussions about potential contributors, and I often brief speakers about what this unique conference’s role is for those who attend. It is fascinating.
But despite this close association with the event, I am always surprised to chart the unexpected emergence of themes between speakers. Conference sessions that appear to be otherwise unconnected tap into a similar well-spring of ideas, concerns and enthusiasms.
Just last week, I was also fortunate to be asked to speak at the Foundation of Human Resource Development’s (FHRD) annual conference in Malta – and of course, similar ideas were to be found here.
So rather than provide some kind of digest of these events – others have done and will do that better than I – I thought I’d reflect one some of the themes which traversed both events.
1. Psychological Safety
I think I first encountered this idea within the context of learning at work almost 40 years ago when I read Edgar Schein's seminal work on Organisational Culture. He was clear that attempts to influence culture were rooted in the action of individuals and altering actions of individuals often required some kind of learning intervention. Whether for team leaders or senior personnel, the ways in which groups of staff were managed has a massive impact on culture. I subsequently learned of its genesis with Carl Rogers in the 1950’s and that it has featured in Demming’s work, amongst others.
Why now? Psychological Safety is hardly new, but it seems to resonate with L&D folks in a way it hasn’t for some years. At the FHRD conference, there was a focus on learning from failure – a laudable idea and one which desperately requires people to feel safe to experiment without fear of criticism, ridicule or humiliation.
I guess this might be a by-product of the Pandemic, as people navigate changing working environments. It may also be a spin off from concerns about wellness, resilience and reducing stress and anxiety. Whatever the reason for its recent re-emergence, the mentions of it are welcome. Psychological Safety is vital if individuals are to take risks, try things out and learn new skills. I only hope its venerable history is not forgotten. I hope it escapes being a fad of the wellness industry, who have a habit of moving on once the next buzzword returns to pre-eminence and appears to be more lucrative.
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2. Skills and upskilling
Perhaps one of the reasons Psychological Safety has re-emerged is because the L&D industry are starting to realise that learning about something is different to learning how to do something. It is also true that hiring new skills is no longer a quick fix available to many.
At FHRD, 85% of member firms reported being unable to hire people with the skills needed. According to Manpower Group, globally, the proportion of organisations experiencing difficulty in attracting new staff is 75%. Certainly, at World of Learning, building new skills and focusing on the skills required in an environment in which Generative AI is a major factor, was a significant topic of discussion. Not only from the conference stage, but in the exhibition hall, in the seminar theatres and in informal conversations over coffee.
This is welcomed and – one could say – overdue. It is essential that L&D take the lead in assisting organisations to grow the skills they need. This is especially true in a tight labour market. The focus also seems to be shifting from technology skills – the kneejerk reaction of organisations facing new stuff (like AI) which they neither understand nor know how it will help them.
In truth, it is becoming increasingly clear that the technology is moving so quickly and becoming so much easier to use that recruiting or training people to be AI geeks seems like a fool’s errand. What will be needed is the human skills alongside AI and those who can see potential for AI to do more interesting things than what we do now more quickly and with fewer people (see below). Importantly, we will need the skills and counsel of those who can support the governance, ethics and as yet unimagined challenges of using these magnificent tools in way which genuinely benefits organisations and their people.
3. AI & L&D
Of course, AI did appear on many of the conference sessions and in the exhibition halls. It’s here and unless you have been living under a rock, the fact that there was discussion and debate should come as no surprise. What was welcome, refreshing and valuable was a focus away from what we could do (‘more crap, quicker’ ©Nick Shackleton Jones) to what we should do.
The recent research of Egle Vinauskaite and Donald Taylor came a little too late for either conference to adequately reflect its findings, but nonetheless, there was a clear and welcome move beyond using AI just to create more content and using it to generate some genuine value in the pursuit of more skills-based learning. Early days, but hopeful signs.
4. Reflection
Last of the key, repeating themes was the idea of reflection. As an avid proponent of reflection as an essential component in learning, applying and building new skills and ways of working, I am overjoyed that reflection should have been considered a key component of effective learning activities and effective learning design. Hallelujah!
I should take that advice, and I recommend it to all of you.
I started this article talking about the privilege I feel as someone who is able to be part of the current L&D discourse.
I am now reflecting on the last two weeks of being in conversation with some very smart people. I have listened to people who have seen an opportunity or a problem, conducted the research, tried things out and are – now – willing to share their experiences. I feel privileged to have listened to them, to have engaged in conversation and to have been able to share some of my own ideas, experiences and insights in turn.
Thank you all.
This article was first published in Training Zone.
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