Design for the transfer of learning
By Richard Lynch, Co-Founder
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In our second “interventions” post, Ensuring sufficient reach across the organization we discussed McKinsey’s findings that when organizations target leadership development across the organization and include leaders at all levels, they are 6-7 times more likely to succeed in their business objectives.
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A related intervention for better Leader Development ROI is the subject of this post: “design for the transfer of learning.” McKinsey authors address modern adult-learning principles that companies can employ to (1) embed in the day-to-day workflows of leaders, (2) include learning through a positive frame to build on a strength rather than correcting a development area, and (3) providing coaching that encourages introspection and self-discovery.
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What’s at Stake?
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Learning & Development teams need to capitalize on digital learning technologies that embed competency development in the day-to-day workflows of leaders at all levels.
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The McKinsey study found that when organizations encourage individuals to practice and model behaviors that build adaptive organizations, they are 6.1x more successful that organizations that don’t. A requisite for better ROI is linking content to daily work and projects that achieve Mission Objectives. This is the work of leaders. Better ROI comes when leaders apply learning through one experience then adapt and apply to other ones. This yields a 4.6x advantage over organizations that don’t purposely transfer the learning.
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What’s standing in the way?
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Many current leadership development programs and most development tools are designed to produce eLearning that is once and done, one solution for all, for all time, and for one learner-at-a-time. Project consultant led programs may be effective for a short time for a few leaders, but they fail to enable leaders to apply learning in new settings.
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What does the solution look like?
Learning in one situation facilitates learning in another situation. This is known as positive transfer of learning.
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- Leadership development interventions are found across the organization and include leaders at all levels
- Courseware, models, methods, and tools empower leader coaches to develop adaptive capabilities in leaders, teams, and the organization as a whole
- Leaders learn in their business context
- Leadership development occurs in the flow of work, leaders are “doing with learning”
- Learning content can adapt faster than changing conditions that create missed opportunities and unanswered threats
- Best Practices are translated to effective practices that address learner organization challenges
- Above all, there is a common leadership language and set of practices for leaders at all levels, regardless of title that enable leaders to work effectively as individuals and in teams
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Contact us explore our new solution: A Framework for Adaptive Organizations