I think of the overpriced “consultants” that have invaded more than one of my corporate environments because decision-makers won’t listen to people from within the organization. (It means more if they are spending thousands of dollars for the same advice.)
I think of the management gurus who tell us how to play nice with others, climb the corporate ladder, and win friends and influence people.
Dr. Karrer talked about how the definition of “management” will change.
11 years later, much of what Dr. Karrer wrote about is still true.
We’re still grappling with push vs. pull.
We’re still grappling with the notion that learning is always happening, not just in the classroom.
For those of us with time in the Workplace Learning trenches, our bread-and-butter is making change stick. Or…it should be.
It is NOT the development of courses – classroom, blended, online, or any combination of such.
It’s not even in the implementation ceremonies that mark projects.
11 years later, I find myself as a Change Management consultant.
It doesn’t feel like a very dramatic change – That’s what we (Workplace Learning experts) should have been doing this entire time. Behavior change.
Our jobs are changing and it is becoming progressively clearer that we are becoming “knowledge gardeners” and change managers.
Thinking about the tools I’m building and the programs I’m developing today – 11 years later, this is how my career has evolved.
I don’t know about the rest of you, but in all of the places I’ve worked the training department(s) have been in the unusual position of being able to touch and connect across all departments in an organization. As a result, training departments are in a great position to connect people, synthesize disparate processes and share information.
We talk about creating learning environments.
We talk about breaking down organizational barriers.
Maybe that’s where we need to focus our energies. Creating and cultivating learning environments. Not just tools – LMS, tutorials, courseware, etc. The material remains of information. The “activities” of learning.
We also need to help create a cultural environment. All of our materials are (supposedly) built with attitude and behavior shift in mind – why not direct those skills towards broader cultural purposes?
I’m still helping people get the information they need. Encouraging people within any organization or group I work with to talk to each other and share what they know. Facilitating learning when they need and want it (preferably in much smaller chunks than they are getting now).
Those things have not changed over the years.
Those of us in the trenches of change – the project managers, developers, designers, business analysts, and trainers – need to gain familiarity with all of the tools that will help make change stick, not just the ones specific to our specialties.
We’re being asked to enlarge our toolkits – and determine wise and best use of our tools.
We’re being asked to combine what works across specializations to find what most effectively creates the results we want in the context we are in.
Using whatever our favorite tool is across all problems can only take us so far.
I don’t have any prediction for how my career will change over the next 10 years. I’m somewhat shocked (and partially dismayed) that much of what Dr. Karrer and I wrote 11 years ago has proven to be so evergreen.
What I do know is that today’s environment requires me to learn personal agility, discernment, and vision-setting. I need to learn and practice relationship building and safe space creation.
What about you?