{"id":504,"date":"2024-06-08T10:47:58","date_gmt":"2024-06-08T10:47:58","guid":{"rendered":"https:\/\/abami.org\/abamiuae\/?p=504"},"modified":"2025-05-23T13:56:18","modified_gmt":"2025-05-23T09:56:18","slug":"agile-learning-culture","status":"publish","type":"post","link":"https:\/\/abami.org\/abamiuae\/agile-learning-culture\/","title":{"rendered":"Agile Learning Culture"},"content":{"rendered":"\n

Agility in learning requires the learner to have a fire inside, an intrinsic need for knowledge and your workplace culture must be the bellows feeding and fanning the flame.<\/p>\n\n\n\n

Definition of agile learning<\/h3>\n\n\n\n

\u201cAn agile learning culture is an approach to training and development that places focus on flexibility, collaboration, and speed – compelling an organization to create and quickly consume learning content. Essentially, it creates an enabling culture for employees to take responsibility for self-development, as well as that of others.\u201d – Olasunkanmi Adenuga<\/p>\n\n\n\n

Potentials of agile learning<\/h3>\n\n\n\n

\u201cLearners gain new competencies that are, unlike in classical formal education, directly linked to their work context. In pursuit of the individual problem-solving as well as in exchange with the learning team and the coaches, their competency increases become recognizable to themselves, so that successful learning strategies can also be harnessed in the future.\u201d https:\/\/en.wikipedia.org\/wiki\/Agile_learning<\/a><\/p>\n\n\n\n

Limits of agile learning<\/h3>\n\n\n\n

Like any project-oriented teaching\/learning method, agile learning reaches its boundaries when the goal is the systematic coverage of a pre-defined curriculum.<\/p>\n\n\n\n

There you have it. The phrase \u2018easier said than done\u2019 comes to mind. Definitions are important as they are the foundation for what you do.<\/p>\n\n\n\n

\u201cThe degree of clarity with which you define something dictates its usefulness to you.\u201d Tony Blauer.<\/p>\n\n\n\n

With this in mind let\u2019s break down the definition above and try to fully understand what we are getting with this approach to learning and development. For this, let\u2019s steer clear of the tools and terms often associated with \u2018agile learning\u2019 such as Scrum, ASANA etc. Instead, let\u2019s focus on the behavioral requirements and mindsets needed to succeed in creating an Agile Learning Culture.<\/p>\n\n\n\n

Let\u2019s begin with \u2018agile\u2019. We throw this word around with abandon in these volatile times, the lockdowns of the Covid era made it seem like agility was the only way to go. Thinking Collaborative talked about being adaptive as a mindset over 15 years ago. Their approach to learning was one of continuous adaption, as the moment needed. Adaptive is a mindset of movement, as opposed to adapting which has a stop-start mindset.<\/p>\n\n\n\n

\u2018Agile\u2019 added technology to the adaptive game and the Covid enforced lockdowns spiked the remote working movement. Agile was now the only way to learn! Technology may have agility at the core of its operating systems, but it does need humans to serve, and humans do not transition at the flick of a switch.<\/p>\n\n\n\n

So, what are the characteristics of agile, and what must our organization look like to make it happen?<\/p>\n\n\n\n

Agile: to set in motion and keep in movement \u2013 nimble and quick.<\/strong> Nothing fancy here, just keep moving. Take a look at a cheetah hunting an antelope as an example. Both need to be agile but the stimulus for each is different. The initial stimulus is provided by the predator, it ambushes at speed. If the antelope is lucky, it senses the attack and sets itself in motion. From that point on the roles switch – the antelope is action, and the cheetah is reaction.<\/p>\n\n\n\n

So, for your business, is your agile approach action or reaction? Does your approach to learning drive your business or does the business need drive your learning?<\/p>\n\n\n\n

Mindset kicks in here. In the book \u201cThe Talent Code\u201d, Coyle states clearly the need for the three following principles to be present if knowledge and skills are to be created at speed. Ignition – Deep Practice – Master Coaching<\/strong>. Ignition leads the way, therefore, the tool of learning itself is far less important than the \u2018why\u2019, the ignition. What fired up the need for the knowledge? If the learner is not fired up, the speed and depth of learning will be less than desirable. The practice and coaching will have a limited impact if there is no fire!<\/p>\n\n\n\n

Learning: the action of acquiring knowledge.<\/strong> Straight forward, but with caution. What knowledge do you wish to acquire and why?<\/p>\n\n\n\n

\u201cBe careful what you practice, you might get really good at the wrong thing.\u201d – Tony Blauer<\/p>\n\n\n\n

A fired-up employee is a great start, but what if the knowledge they seek has no benefit to the business?<\/p>\n\n\n\n

Two issues here:<\/p>\n\n\n\n

    \n
  1. What led the learner to this and why? (Is there a gap between Vision, Mission, Values, Goals and the learner?)<\/li>\n\n\n\n
  2. How do you redirect without extinguishing the fire?<\/li>\n<\/ol>\n\n\n\n

    Culture: \u201cCulture is a set of living relationships working towards a shared goal. It is not something you are. It is something you do\u201d Daniel Coyle \u2013 The Culture Code.<\/strong> Your culture is what others see and feel, an agile learning culture should have a steady buzz with sudden explosive moments. Any contact with such an organization should leave no doubts in the mind of the visitor as to how they operate.<\/p>\n\n\n\n

    To conclude:<\/p>\n\n\n\n

    Agility in learning requires the learner to have a fire inside, an intrinsic need for the knowledge and your workplace culture must be the bellows feeding and fanning the flame. Your business model, vision mission and values and goals must support this. Period. Anything that slows down the learner damages the culture. It would be like hitting the accelerator and break at the same time, lots of noise and zero movement.<\/p>\n\n\n\n

    The decision to adopt an Agile Learning Culture is noble, and yet futile if the infrastructure does not enable it. Few businesses, especially those with a long history of hierarchical leadership and complex reporting structures will struggle. The Elephant is not an agile beast, its size and thick skin make up for this, it works; the Cheetah does not have Elephant on its menu. All of it its skills are nullified by the solid size and thick skin. Even a pride of hungry lions chooses young elephants that they can isolate from the herd to attack. The antelope and cheetah connect, their skill sets are aligned, the skills of each complement each other, they must both operate at their highest level to be successful.<\/p>\n\n\n\n

    On game day it is the more agile who will succeed. If you wish to have an agile learning culture, your people, your systems, and your business model must be aligned to support it.<\/p>\n\n\n\n

    An elephant, an antelope, and a cheetah worked into a bar. The elephant watched and sipped its drink as the other two ran around causing chaos. The end.<\/em><\/p>\n","protected":false},"excerpt":{"rendered":"

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