Learning Journeys

By Ashish Arora

It is indeed a pleasure to encounter organizations that focus on the learning journeys of their people in an organized way. Recently, I came across a social enterprise committed to enhancing the skills of its young fellows, who work closely with communities and schools on the ground. This organization not only conducts learning sessions for its fellows but also encourages them to officially dedicate 90 minutes daily to continue their learning journeys. How thoughtful!

Delving deeper into the model, I realized that the sensing, planning, execution, and assessment of these sessions were mostly top-down—a process aligned with the organization's three-layer hierarchical structure for its core community interventions. While this system ensures uniformity in learning across fellows from different geographical locations, it also limits them to a narrow range of topics that may not align with their individual interests. The result? Reduced enthusiasm among some fellows, if not all, and an increased workload on those at the top, who are responsible for sensing collective needs and ensuring the delivery of sessions for over 50 fellows.

These realizations led me to propose a different approach. What if we completely flip the model, allowing the fellows to design their own learning journeys? I suggested. What if we create a space where fellows can explore what they wish to learn in the moment, co-create learning modules with their peers, design their own execution plans, including setting goals and milestones, and finally conduct assessments within self-managing teams?

This proposal sparked an "aha" moment for the person I was speaking with! She is now seriously considering this experiment within the organization to see how it unfolds. My guess is that, if skillfully facilitated, this process could reignite the fellows' enthusiasm for their learning journeys. Additionally, it would open up more possibilities for diverse, self-designed learning modules, enhanced peer collaboration, and reduced workload on the core L&D team. Most importantly, I believe it would help shift the relationship between the fellows and the programming team from a parent-child dynamic to an adult-to-adult paradigm.

But all of this remains to be seen. I’m excited that the organization is open to exploring this experiment and is even willing to hire a facilitator-cum-coach to hold space for the fellows in designing their learning journeys, despite the possibility of losing some control over what is learned.

Sometimes, openness to such radical ideas, coupled with a belief in your own people, is all it takes for the magic to unfold!

How do you think Learning Journeys are managed in your workplace? Does your organization consciously aim to enhance your skills, or is it solely your responsibility outside of work hours? If your organization assumes this responsibility, how does it manage it? Does it provide time and resources, and trust you to self-manage in collaboration with your colleagues? If not, how do you feel about that? If yes, how has it unfolded for you so far? I’m curious to read your thoughts!

Sharing a couple of offerings from Greaterthan that can support your Learning Journeys:

1. Liberating Macrostructure Studio- Participatory practices to energize decisions, agreements, strategy and innovation: First cohort starting November 12, 2024, early bird registrations open
2. Trauma-informed Collaboration- Finding ease when encountering trauma responses: Started October 14th, enrollment still open
3. Liberating Structures Studio- Powerful practices to include and unleash everyone!: Starting January 2025, early bird registrations open
4. Thriving Networks- How to grow networks where value, money and resources are in flow: Starting: starting February 6th, 2025, flexible pricing
5. The Money Game Experience- Explore your habits and unconscious beliefs around money: October 31st (Spanish), November 4th (English) and November 9th (French)

Have a nice reflective weekend,

Ashish, Susan and GT Crew