Kudos to my co-author and friend Steve Gill
Learning in a Managing Minds Company
Following is an excerpt from our new book, Minds at Work: Managing for Success in the Knowledge Economy (Chapter Two).
The future of how we learn in our organizations is a popular topic. But unless you are responsible for developing, delivering, managing, and measuring training and learning, keeping up with the latest learning technologies can be overwhelming. It’s also irrelevant to the discussion of managing minds.
The training and learning technology discussions miss the point. Unless a company is making a basic change in the way it manages people, the tools will never have an impact on the way people think, act, and grow every day, and they won’t boost performance or drive business results. A company managing hands can buy and use every tool in the training and learning toolbox, but if the use is not mandated or pushed by the organization, if sharing knowledge is not a basic tenet for working, if the knowledge isn’t available anytime and anywhere, if collaboration and communication are absent, if there is no feedback, then the new tools and technologies will not make the company any smarter.
Our approach is to suggest new ways of facilitating learning that fit into managing minds. All L&D tools and technology can be utilized in this context. The three keys to successfully managing minds are essentially the competencies needed to move forward and succeed in the knowledge economy.
- Learning independently. In a company that manages minds, people need to take responsibility for learning what they need to know and do. This means that they need to be aware of what they’re doing now and what they may be called upon to do in the future. They need to know what is relevant for them to learn and be empowered to learn what is necessary today and in preparation for tomorrow. They need to understand that what they learn will help the company meet its business goals. They must be able to develop and maintain their own learning plans and portfolios, and be prepared to act as teachers and mentors for other people in the company. Independent learners are capable of successfully meeting the requirements of learning projects they choose, whether it’s the completion and a passing grade, measures of competency, or an actual project deliverable.
- Learning interactively. Technology is and will continue to be an integral part of managing; people need to use the tools available today, and look for and be willing to adopt any tools developed in the future. This includes knowing the most efficient and effective way to use the technology to communicate and collaborate, as well as being confident enough to interact with the technology in ways that actively provide input to help others learn. For example, smartphones can provide workers with just-in-time information to solve a problem, operate a machine, or collaborate more effectively with an employee.
- Learning socially. Being part of the collective group, acting as a dynamic node in an interconnected web of people learning continuously, is also important. To be a successful social learner means being able to empathize and relate to others, communicate effectively, collaborate cooperatively, resolve conflicts, and balance different perspectives and opinions. Much of learning in organizations is social; therefore, it makes sense to be intentional about creating opportunities for people to connect.
These three competencies are how people learn in a company that is successfully managing minds. They differ dramatically from the ways people learned when they were in organizations that managed hands.
Differences Between Managing Hands and Minds:
|Managing Hands||Managing Minds|
|Rigid Roles||Fluid Roles|
This last distinction is not unsupported. André Spicer, professor of organizational behavior at the Cass Business School at City, University of London, has spent years talking with hundreds of the best and brightest minds to graduate from some of the most prestigious universities. The eye-opening discovery in his 2017 book, The Stupidity Paradox: The Power and Pitfalls of Functional Stupidity, co-authored with Mats Alvesson, was that when people with impressive educational credentials go to work for the most well-known companies in the world, they are asked to turn off their brains. Many of the companies surveyed in the book should be managing minds.
Yet the predominant environment supports—promotes, even—the traits listed on the left side of the list. This is perhaps a result of short-term thinking, in which following the rules, adding regulations without reason, not asking for justification for decisions (especially from self-appointed leaders), not asking questions, and essentially, not thinking for yourself. These managing hands traits can be found in an organization that is obedient, nice, agreeable, harmonious, and seemingly successful in the short term. The problem is the long term. Asking people not to use their minds is simply asking them to ignore personal growth and satisfaction; not pay attention to long-term organizational competitiveness, innovation, and success; and not participate in the improvement and development of society.