Flow Dynamics, unleashing learning potential with adaptive aqueducts - Part 1: Navigating Change

Today, let's talk about the limitations of the old way of learning and set the stage for a much-needed change to how we provide learning opportunities and content.

In the past, the Learning and Development (L&D) function acted like a central storage space. It was the main place for knowledge and training at work. But this traditional way is having a hard time keeping up with how learning happens now. The world is changing quickly, and we need a more flexible way to access learning.?

The old L&D way is fixed in its structure. This makes it hard to meet the different and changing needs of learning today. Technology is advancing fast, work methods are changing, and new skills are coming up. We need a learning system that can quickly adapt to these changes. But the old way is inflexible and struggles to keep up.

The traditional L&D reservoir is stagnant. This hinders adaptability. It also hinders the overall effectiveness of learning initiatives. Organisations strive to cultivate innovation, creativity, and continuous learning among their workforce. Yet, the reservoir model becomes a bottleneck rather than a facilitator. Employees need immediate and evolving access to current information.

To explore this transition further, consider the insights of people like Nick Shackleton-Jones , Josh Bersin , and David James , who have significantly influenced the field of learning and development.

Shackelton-Jones' insights align with the shift towards a decentralised, user-centric system. The aqueduct model proposed in this series allows individuals to access learning resources when and where they need them, embodying the principles of learner-centric design.? He suggests moving further and, almost eliminating, the need to “learn” (the storing of data to use) by providing resources at the point of need, relating to the immediate challenge faced by the individual.

Bersin’s research underscores the need for organisations to embrace on-demand learning and continuously adapt to the changing needs of the workforce. The aqueduct model, with its focus on agility and personalisation, echoes Bersin's vision for modern learning practices.

David James’ work often delves into the intersection of technology and learning, emphasising the role of digital tools in creating effective learning environments.

In the context of our discussion, the aqueduct model incorporates digital and mobile learning elements, aligning with James' perspective on leveraging technology for enhanced learning experiences.

Addressing the skills gap and an emerging talent population:

One of the key challenges today is the skills gap – the difference between the skills employees have and the skills businesses need. The aqueduct model addresses this challenge head-on. It's designed to bridge the skills gap by being agile and adaptable. This means it can swiftly respond to emerging skills and technologies, ensuring that employees receive timely and relevant training.

Moreover, as our workforce becomes younger, we need to consider the learning preferences of this tech-savvy generation. Employees can thrive in environments that offer personalised and digital learning experiences. The aqueduct model aligns perfectly with this need. It allows for customisation, on-demand learning, and the use of digital tools such as mobile apps – making the learning experience more accessible and engaging for the digital savvy workforce.

The downfalls of the traditional reservoir model:

The traditional L&D model is not changing. This makes it hard to adapt, and it makes learning programs less effective. Companies want their employees to be creative and keep learning. But the old way becomes a problem instead of helping. Employees need to get to current information right away. The old way falls short in meeting these needs. It brings issues like outdated content, no personalisation, and trouble in helping diverse teams. In a fast-changing business world, this old model puts companies at a disadvantage.

Connecting the aqueduct model to business goals:

To solve these issues, progressive companies and learning leads are looking at new ways for L&D. A better and more modern model follows the ideas of agility, personalisation, and on-demand learning. This means moving away from a central system to a system that focuses on individuals. This way, people can get access to learning resources when they need them.

In essence, moving from the old reservoir model means a big change to a more responsive and flexible way of learning at work. Embracing this change not only fits with how fast learning is now but also helps companies do well in a time where always learning is not just good but necessary to stay ahead. To keep up, companies must move from fixed reservoirs to flexible aqueducts, making sure learning keeps flowing. This change is vital in a time where being quick, adaptable, and always learning is important.

What if your organisation/learning leader is resistant to change?

Influencing businesses that are resistant to change from a reservoir state to an aqueduct model requires a thoughtful and strategic approach. Here are some steps you can take:

Understand concerns:

Identify and comprehend the specific concerns or challenges the business has with the current reservoir model. Understanding these issues is crucial to tailoring an effective approach.

Highlight Drawbacks:

Clearly articulate the drawbacks of the reservoir model, emphasizing its limitations in adaptability, struggles in meeting diverse learning needs, and its inability to keep pace with fast-paced business changes.

Demonstrate ROI:

Present a compelling case for the return on investment (ROI) of transitioning to an aqueduct model. Showcase how a more responsive learning environment can boost employee satisfaction, enhance performance, and contribute to the company's overall success.

Pilot Programs:

Propose a pilot program to test the aqueduct model on a smaller scale. Use tangible results and benefits from the pilot to persuade the business of the effectiveness and viability of a broader implementation.

Align with Business Goals:

Connect the shift to the aqueduct model with broader business goals. Demonstrate how an adaptive learning environment aligns with the company's strategy, fostering competitiveness, innovation, and meeting evolving workforce needs.

Use Marketing Events:

Conduct workshops, learning lunches, or presentations to educate leadership and employees about the advantages of the aqueduct model. Build awareness and a shared understanding of the necessity for change.

Additionally, when addressing the skills gap and catering to emerging talent:

Skills Gap Alignment:

Emphasise how the aqueduct model effectively bridges the skills gap by adapting to emerging skills and technologies, ensuring timely and relevant training to fill existing skill gaps.

Customisation for Diverse Learning:

Showcase the aqueduct model's flexibility in customisation and personalisation of learning experiences, catering to diverse learning preferences within a tech-savvy and varied workforce.

Digital and Mobile Learning:

Highlight the aqueduct model's digital-native approach, leveraging technology for on-demand and mobile learning. Showcase features like e-learning modules and mobile apps that align with the preferences of a younger, tech-savvy workforce.

Technological Expectations:

Align the aqueduct model with technological expectations, showcasing its use of innovative technologies, artificial intelligence, and data analytics within the learning platform.

Social Learning Opportunities:

Emphasise the importance of social learning for emerging employees. Showcase how the aqueduct model incorporates social learning elements, fostering collaboration and knowledge sharing among employees.

Using Julian Stodd 's perspective on Social Leadership and Learning, turning L&D into an aqueduct aligns with his ideas of learning being a social process. Stodd emphasises the importance of social collaboration and the creation of meaning within communities. I think the aqueduct model aligns with his vision by allowing knowledge to flow freely, enabling individuals to participate, share and collectively construct knowledge in a socially connected environment.

By focusing on these key points, you can strategically advocate for the transition from a reservoir model to a dynamic aqueduct model while effectively addressing both the organisation's concerns and the needs of emerging talent.

As we come to the end of part 1, as we navigate the ever-evolving landscape of workplace learning, it becomes evident that the traditional reservoir model is no longer equipped to meet the dynamic needs of the modern era. The limitations of a static, centralised approach have been highlighted by thought leaders such as Nick Shackelton-Jones, Josh Bersin, David James and Julian Stodd, each contributing valuable insights into the future of learning and development.

As we absorb these insights, the shift from a stagnant reservoir model to a dynamic aqueduct emerges as a necessary evolution. The aqueduct model, with its emphasis on agility, personalization, and on-demand learning, offers a responsive and adaptive framework to address the challenges of a rapidly changing business landscape.

Embracing this paradigm shift is not merely a strategic advantage; it is a necessity in a sphere where continuous learning is paramount. The aqueduct model fosters a continuous flow of learning, allowing organisations to stay competitive and innovative. It aligns with the expectations of a diverse workforce, including early-career professionals, emerging talent, and entry-level workers, providing them with flexibility and personalised learning experiences.

In the journey towards a more responsive and flexible way of learning at work, organisations are urged to heed the collective wisdom of these thought leaders and transition from fixed reservoirs to flexible aqueducts. This transformation is pivotal in an era where agility, adaptability, and continuous learning are not just desirable but imperative for sustained success. The aqueduct model represents not only a departure from outdated practices but a proactive step towards cultivating a culture of perpetual learning, ensuring organisations thrive amidst the challenges and opportunities of the future.

We will explore, through the next few articles, methods to begin to transform from a reservoir model to the aqueducts.