learning transfer


Like so many words that start with ‘f’ (fairness or federalism, for example), faith can be a topic that leaves some of us slightly twitchy. As a word, its roots are actually secular: it derives from the Latin word for trust, and the religious sense was a 14th century acquisition. But for all the trouble humanity has wrought upon itself around faith in a theological sense, is it worth asking if we have successfully mastered the idea of faith in the broader, earthly sense?

I came across an old adage – “Fear can keep us up all night long, but faith makes one fine pillow” – that left me wondering if we don’t put too much emphasis on what we believe about the world around us, rather than on being mindful or receptive to the faith that others have in us? Most of us appreciate the merits of a fine pillow: whether we hold to a religion or live as atheists or agnostics, our lives are still touched by sorrow, frustration, setbacks or doubt, and a little pampering never goes amiss.  In terms of the comfort or sense of strength that it can bring, faith can definitely be its own reward. But I’m thinking about the idea of faith in a less … well, self-centred way: the benefits we can bring about by showing faith in others.

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HRZone recently published an interesting article by Emma Littmoden, partner at The Living Leader, called Can HR devise rules that stimulate not stifle innovation? A question that begged for a response – possibly a fairly abrupt one – from the organisational equivalent of ‘the cheap seats’, I thought, so it’s lack of comments so far comes as a surprise. Perhaps everyone else’s HR departments have issued memos banning employees from posting comments at HRZone?

There were quite a few points I wanted to pick Emma up on, in the nicest possible way. First of these was her surprise at Apple’s apparent introduction of stern social media protocols, given the money it makes from handheld devices that encourage ‘the free-flowing ideas of the individuals on the payroll’. Once some of the world had stopped loading candle apps on their iPads and leaving £400’s worth of hi-tech equipment outside shops to mourn Steve Jobs (I’m no accountant, but a tea-light would have said the same, and been far cheaper and less of a personal data security risk), I got the impression that the control-freak tendencies of the recently deceased were aired more freely than previously. And Apple, for all the design savvy of its products (for which thanks should strictly speaking go to Johnny Ive), is a company that makes it very hard to dig beneath the OS, install open source software, and is very keen that we load our (very profitable) new toys with apps, tunes, books, movies and so on bought from an online store that very much runs by their rules. Apple’s version of the world is impeccably stylish, but pretty tightly closed. I’m not sure everyone wants to rule the world, but Apple is keener than most: their internal application of the tendency didn’t surprise me in the least.

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Ah yes, January. Bit of an opinion divider as months go. Some of us are raring to go, all ‘out with the old and in with the new’ – purging ourselves of brandy butter and port, and filling the void with earnest resolutions. Some of us are closer in sentiment to an old Flanders and Swann song:

Dark November brings the fog/Should not do it to a dog.
Freezing wet December, then/Bloody January again!

My own take on resolutions is probably closer in spirit to an Oscar Wilde quote – “The basis of optimism is sheer terror”. The spur to think about changing things springs predominantly from the horror of the idea of more of the same old same old. Which in turn requires a modicum of awareness that things could at the very least be different, and possibly better. Faced with thinking or feeling “Uh oh, here we go again”, one answer is to go somewhere different.

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The future is a tricky thing. An opening sentiment I’m sure many economists, policy makers and politicians would agree with right now, but also a logical truism. Books about the future and what it will bring always set themselves to invite ridicule a few years down the line, and have an inevitable lack of concrete foundations: what the future holders, even for professional futurologists such as Bob Johansen, can only ultimately be subjective guesswork. Whether we are looking at the future of work (as Richard Donkin did in another book reviewed here), of leadership, of organisations, or of society, it’s worth remembering a lesson from talent management: past performance is not a reliable guide. Yet, as Marshall McLuhan once observed, “We drive into the future using only our rearview mirror.”

As a former President and Board member of the Institute For The Future, Bob Johansen should be as qualified a guide to what lies ahead as we are likely to find, drawing on four decades of experience of future casting for some of the world’s largest organisations. By its very nature, the future has always been uncertain; recently, the level of uncertainty seems to be increasing and leaders can no more be immune for anxiously wonder what it will mean for them than anyone else. Books such as Leaders Make The Future are, perhaps, only to be expected: that Johansen is one of a small number of authors essaying serious attempts to address this audience is to be welcomed.

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Depending on your current age, your recollections of your Head Teacher’s final end of year speech may be crystal clear or a little hazy. Their ability to deliver anything meaningful will, of course, have played a part in your ability to remember the details, but I wonder what we’d each say if we had the opportunity. I left school in 1978: as my headmaster was a man who achieved a certain notoriety for his ability to speak for up to an hour while saying almost nothing, I have no memory of his presumably rousing words of hope and inspiration.

Were I to be 18 again now, and paying more attention, what might I hope to hear? A sprinkling of verbal hope might be just the thing to help the pill go down, given the latest news headlines. Take your pick from: current youth (un)employment figures; surveys showing that my generation might be the first since either WWII or 1900 (take your pick of survey: customer choice now extends as far as grounds for pessimism); a Saga survey showing a third of over 50s are financially supporting their own adult children, or the indebtedness I might accrue if I opt to better myself with a degree. Knowing that my school had previously produced not just ambassadors to Qatar and Paraguay, but a Lib Dem MP and Keira Knightley might have lifted my spirits, although the most successful (Knightley) dropped out. Her fame and wealth had come as an alternative to education, rather than as a consequence.

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The only thing we have to fear is fear itself.
Franklin D Roosevelt

There you go. Nothing like a well-worn cliché to kick off, and with the apparently imminent (again) collapse of the global financial market and the consequent disintegration of democracies around the world, that is probably as relevant and true today as it was 80 years ago. Except of course, the Armageddon scenario won’t happen because throughout time the brave have overcome the one thing that would precipitate such meltdown; the paralysis of fear and the temptation to sit on the touchline and watch the whole sorry saga dissolve before their frozen, staring eyes. (Caveat: if it does happen, by then you’ll have hopefully forgotten that you read it here first and have more important things to worry about.)

Robert Terry’s recent blog All that is necessary for the triumph of evil is that good men do nothing”, or “Kirkpatrick must go! put forward an interesting ‘conspiracy theory’ slant to the whole training evaluation debate, and it got me thinking that the root cause of the lethargy that contributes to the huge sums that are wasted on training events might just be because it’s all a bit scary. Even in such austere market conditions, why are so many of our corporate leaders apparently content to sit back and watch the money flow out through their Learning & Development budgets? Why do they seem satisfied when they have a team who return from their development experience having made some new friends, are a bit more motivated and, at best, have transcended as individuals into better human beings, albeit not actually able to contribute anything of demonstrable additional value to the business?

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I’m normally more an Independent man (all puns intended), but – as professors reminded me during my own days in academia – reading around the list rather than down it can sometimes pay dividends. And if you’re going to be informed, why not be informed about more than the one thing? Glancing unaccustomedly through the pages of The Pink ‘Un, I was refreshed to find an article – Question of relevance must be addressed – in their Soapbox column that posed a long overdue question or three:

What are business schools for? What do they do? How can they best serve the needs of business and society?”

All good questions, I thought, although it seemed perhaps a little unfair to single out business schools. (We can’t all be managers, and it wouldn’t help if we could.) When it comes to purpose, relationship to both society and the economy, and to upholding their end of some very nebulous psychological contracts, most of higher education could do with clearing its throat and piping up in words of one syllable. The Guardian’s Q&A best bits: Marketing higher education during times of change (first published this April) was an interesting Googlefind, but not an inspiring one in this context.

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Language is a fascinating thing but as a psychologist looking at speech development in children, especially my own, is hugely entertaining and enlightening into the workings of thought and logic. I watch with great anticipation and expectation as I observe my children and their friends talk about everyday life to see what wonderful combinations of phrases and mispronunciations occur, something I often do myself – and not always on purpose. One which made me laugh out loud most recently was when a friend of my middle daughter was trying to explain a school project she had to do, which puzzled us all to begin with…

“I had to make a boat out of Pepperami”

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