Have you ever attended a session with an inspirational speaker talking or training about change? Right after it you feel full of energy and highly inspired. You make plans to apply some of the shared ideas in your ongoing change case. But what happens when you return to the grind? Inspiration vanishes, ideas might not feel so great after all. Work takes over and the magic goes away. The effect of the session fades away.
How about replacing these sort of change trainings with learning paths with sustainable learning results?
Based on our experience, we believe that to be effective, learning should come from different sources – formal training, developmental relationships such as coaching and from challenging assignments and learning on the job. The 70/20/10 model which was created by three researchers McCall, Lombardo and Eichinger already in 1980’s has been widely used framework for learning. Different learning styles and learning needs define how much of formal, social or practical training is needed.
Learning landscape is changing. Technologies enable versatile mobile and online learning possibilities. Training becomes more tailor made for individual needs. But what makes the learning stick? As human beings, we are social by nature and most learning happens socially. Sharing knowledge is the number one learning preference of employees today, claims a study by Bersin & Deloitte (Aligning L&D to the Rest of the Organization, Johnson, D., 2015).
Neuroscience suggest that four principles are needed to make a lasting learning experience; sufficient attention to new material, generating connections to knowledge that you already have, moderate levels of emotion and coming back to information regularly (The Science of Making Learning Stick: AGES Model, NeuroLeadership Journal, Davis, Balda, Rock, McGinniss & Davachi, 2014).
How are CCEA learning paths designed?
The change capability learning paths that we offer at CCEA, consist of all the critical elements that enable effective learning and sustainable results. Naturally the content of the learning paths depends on the participants and what is their role in driving change: change practitioners, senior leadership or team leaders.
To take individual learning needs into account and set meaningful targets, one’s own learning objectives are defined at the beginning of the CCEA learning path. Those are assessed during the learning journey.
In the training sessions – that we prefer calling workshops due to their interactive nature – we have concrete exercises that are applied to real life change cases. We have put our experience of hundreds of change cases over a decade in use when designing the workshops. Between the training sessions, participants will be able to practice what they have learnt and take the learnings to everyday work and to their ongoing change projects.
For collaborative and social aspect of learning, we have peer to peer coaching and work in small groups to share perspectives with each other. Our experts are there for the participants and offer personal sparring throughout the learning journey.
How do you develop change capabilities in your organization?