{"id":7318,"date":"2019-03-05T19:00:14","date_gmt":"2019-03-05T17:00:14","guid":{"rendered":"https:\/\/www.efrontlearning.com\/blog\/?p=7318"},"modified":"2019-03-20T10:30:28","modified_gmt":"2019-03-20T08:30:28","slug":"learning-agility-what-is-how-nurture-it","status":"publish","type":"post","link":"https:\/\/www.efrontlearning.com\/blog\/2019\/03\/learning-agility-what-is-how-nurture-it.html","title":{"rendered":"What Is Learning Agility, And How Do You Nurture It?"},"content":{"rendered":"
In his 1970 book, Future Shock<\/a>, American Author Alvin Toffler wrote that \u201cThe illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn\u201d. What he was explaining was the learning agility definition. And he was way ahead of his time.<\/p>\n

Today, this is a skill in high demand. Put simply, it\u2019s the ability to be in a novel situation, not know what to do, and then figure it out anyway. Individuals who learn the \u2018right\u2019 lessons from past experiences are high in learning agility, meaning they\u2019re able to identify the most important info in one situation, and connect it to the right context in a new situation.<\/p>\n

Why is this so important to companies? Could it be that they\u2019re dealing with vast amounts of change, and need people who can learn, adapt and solve problems? Yes, that\u2019s probably it. But read on if you\u2019d like to know more before making up your own mind.<\/p>\n

What is learning agility, anyway?<\/h2>\n

This question has been studied by brilliant minds for some time now. Researchers have been on a quest to define the skills and characteristics that an agile learner might display. You know, what does an agile learner do?<\/p>\n

What they\u2019ve discovered<\/a> is that the learning agile among us know what to do in situations of uncertainty. They connect information from past and present experiences in a way that helps them make sense of the world, even when it\u2019s changing. And, perhaps most importantly, they\u2019re comfortable with being uncomfortable.<\/p>\n

To further define learning agility, Dr. W. Warner Burke of the Teachers College at Columbia University, broke it down into 9 dimensions: Flexibility (open to new ideas and solutions), Speed (acting quickly), Experimenting (trying new behaviors), Performance Risk-taking (taking on novel challenges), Interpersonal Risk-taking (discussing differences in opinions), Collaborating, Information Gathering, Feedback Seeking and Reflecting.<\/p>\n

If you\u2019d like to find out how to cultivate the sort of teams that display these dimensions, this next part is for you.<\/p>\n

How can learning agility be improved?<\/h2>\n

Imagine that you\u2019re being promoted from a Learning Designer to a Learning Design Manager (yay!) Or maybe you\u2019re moving over to another career path entirely, let\u2019s say, a Learning Technologist. How do you know that you\u2019ll be good at your new job? Short answer: you don\u2019t!<\/p>\n

So, you\u2019ll need to be able to think on your feet and make the best in-the-moment decisions to perform well in unfamiliar situations. You\u2019ll need to be an agile learner. But hang on! Isn\u2019t that something that\u2019s hardwired into a few lucky people from the get-go? Sure. The behavioral<\/em> components of learning agility, though, can be learned. Here\u2019s how.<\/p>\n

Find the gap using learning agility assessments<\/h3>\n

The hard truth is that not everyone is born an agile learner. In fact, many people don\u2019t ever<\/em> become agile learners. But it\u2019s different for each person. So, while the competencies of learning agility can be taught, you first need to know which of those competencies are missing in the first place.<\/p>\n

Your most treasured tool for doing this will be assessments. There\u2019s more than one to choose from. Perhaps the most popular is this assessment<\/a> by Mettl, or this one<\/a> by Korn Ferry. But whichever you choose, it\u2019s important that employees understand what they\u2019re being assessed on, and why.<\/p>\n

So, provide employees with training on the 9 dimensions described earlier. This should include learning agility examples to help them recognize the behaviors that agile learners display. Then, once they\u2019ve completed the self-assessment, they\u2019ll understand what they haven\u2019t been doing, and should start doing, in order to improve.<\/p>\n

Celebrate mistakes as learning opportunities<\/h3>\n

Three of the dimensions of learning agility depend on openness to being, well, wrong. These are Information Gathering, Feedback Seeking and Reflecting. But being wrong hurts. And if mistakes are considered taboo, employees will develop a natural defensiveness when things don\u2019t go as planned. And they won\u2019t<\/em> be looking for information to confirm it!<\/p>\n

But the fact is, unless you\u2019re Chuck Norris, completing a task perfectly the first time around is unlikely for most people. And agile learners, being excited about new challenges and comfortable with risk, are probably going to make mistakes. But, they\u2019ll also fail fast and learn how to perform better next time.<\/p>\n

So, rather than smoothing out the rough edges of your existing agile learners, create an environment that\u2019ll let more agile learners come to shine. A place where mistakes are seen as learning opportunities. Where risks are encouraged, and defensiveness is unnecessary.<\/p>\n

One way to do this is by recognizing and rewarding learning agile behaviors. Offer monetary incentives and social recognition<\/a> for employees who learn from their errors. This public demonstration will show the rest of the company that taking risks and learning on the fly is not only accepted, but appreciated.<\/p>\n

\"Learning<\/p>\n

Foster a culture that challenges the status quo<\/h3>\n

Agile learners are confident enough to challenge the status quo, and they take interpersonal risks when their opinions differ from someone else\u2019s. They don\u2019t just accept arguments at face value. They evaluate them, look for inconsistencies, ask questions and make suggestions until they fully understand and agree with a point of view.<\/p>\n

But this \u2018rebellious\u2019 streak isn\u2019t easy to find in most companies today. Because employees feel bound by their status, and are scared to disagree with others lest they disturb the office utopia. Of course, this is especially true when the person they disagree with is senior to them. Nobody crosses the boss!<\/p>\n

But you can change this in your own workplace culture<\/a> by actively inviting your team to ask questions, present their ideas and suggestions, and offer alternatives. When employees voice their opinions, and this leads to a better solution or outcome for the team, reward them. This will encourage them (and others) to practice the behavior again in the future.<\/p>\n

Equip employees with the skills to deal with uncertainty<\/h3>\n

To be truly learning agile, employees need to be comfortable with unfamiliar situations. They need to be okay with not knowing what to do in those situations. And they need to be calm, confident and logical in their approach to solving problems. This requires a mental shift, where experimentation and uncertainty become an exciting, not a fearful, part of work.<\/p>\n

The best way to do this is to immerse employees in parts of the job or company that they haven\u2019t experienced before. In other words, throw them in the deep end of wild, unchartered waters and let them figure out how to stay afloat. You can do this by enrolling employees on practical training programs that include job shadowing, job rotation, and temporary assignments.<\/p>\n

Then, throw them a lifejacket. As they embark on these new experiences, offer online courses that teach them how to take a systematic, rational, and logical approach to problem-solving. This way, they\u2019ll learn the skills they need to deal with uncertainty, and they\u2019ll be able to practice them in real situations.<\/p>\n

Conclusion<\/strong><\/p>\n

Today, employees will become incompetent in their current jobs if they don\u2019t grow, adapt, and evolve to changing technologies and processes. And their employers, well, they\u2019ll go down with them. So, skills like learning agility are fast becoming the secret to success in the 21st-century workplace.<\/p>\n

Want to know who agrees? Laszlo Bock, former SVP of People Operations at Google. In a recent interview with Thomas Friedman for the New York Times, he shared: \u201cFor every job, the No. 1 thing we look for is general cognitive ability, and it\u2019s not I.Q. It\u2019s learning ability. It\u2019s the ability to process on the fly. It\u2019s the ability to pull together disparate bits of information\u201d.<\/p><\/div>\n","protected":false},"excerpt":{"rendered":"

In his 1970 book, Future Shock, American Author Alvin Toffler wrote that \u201cThe illiterate of the 21st century will not be those who cannot read and write, but those who cannot learn, unlearn, and relearn\u201d. What he was explaining was the learning agility definition. And he was way ahead of his time. Today, this is […]<\/p>\n","protected":false},"author":33899,"featured_media":7331,"comment_status":"open","ping_status":"closed","sticky":false,"template":"","format":"standard","meta":{"footnotes":""},"categories":[41],"tags":[],"class_list":["post-7318","post","type-post","status-publish","format-standard","has-post-thumbnail","hentry","category-best-practices"],"yoast_head":"\nLearning agility: What is it and how do you nurture it?<\/title>\n<meta name=\"description\" content=\"What is learning agility and how can you nurture it within your organization? 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