Over the last two decades, the soaring cost of traditional education combined with disruptive new learning technologies and a workforce shift away from generalists and toward subject matter experts set the stage for an upheaval in the field of learning and development (L&D). The tipping point came in the form of the COVID-19 pandemic, catalyzing an evolutionary explosion that has only accelerated with the advent of generative artificial intelligence, most notably in the form of ChatGPT. The entrenched status quo is unraveling rapidly, and while unsettling, this deterioration of what was is creating space for what could be.
Of course, this new reality begs the question, “how do we set up L&D systems today for an unknowable tomorrow?”
We may find a helpful analog by looking at a fundamental shift in organizational coordination that emerged in the early 2000s. This shift was infamously seen in the evolution of battle tactics by the terrorist organization al-Qaeda. The eruption of connectivity through cell phones and social media allowed this group to perpetuate a brutal insurrection in the wake of Saddam Hussein’s removal from power using a decentralized network model of coordination. This flexible network ignited social unrest, sectarian violence, and ideological fanaticism. As chronicled in Team of Teams: New Rules of Engagement for a Complex World, the United States found itself losing this battle in 2004, unable to operate at the speed of its enemy.
Through a series of fundamental cultural and operational changes, General Stan McChrystal and his senior leadership transformed America’s elite counter-terrorism force, the Joint Special Operations Command (JSOC) to meet this new threat. JSOC evolved into a hybrid organization –an organized hierarchy that allowed them to operate efficiently at scale, overlaid by a dynamic network where information could rapidly flow between high-performing teams who had the freedom to take decisive action based on that information. Over a period of three years, this hybrid organization overwhelmed the terrorist network, dismantling it with unprecedented speed. Since that time, this hybrid model of coordination has been repurposed across multiple industries and has found great success in driving adaptability at scale.
Complexity Theory points to the underlying secret of JSOC’s success. This theory claims that hybrid structures that exhibit paradoxical tensions (like JSOC) are best suited to deal with dynamic, unpredictable environments. The field of L&D certainly fits these criteria, which suggests that the key to future success may be to engineer L&D programs with paradoxical tensions built into their foundational architecture. Below are a series of specific paradoxes that should be constructed as part of a future-facing ecosystem of L&D within an organization – moving from an “either/or” mentality to a “both, and" mindset.
Organizations must close essential skill gaps or address unhealthy behaviors that their leaders are experiencing today and yet devising a truly thoughtful learning ecosystem requires a strategic plan that equips leaders with the critical capabilities that will likely be required for success tomorrow.
DO THIS:
Start with the end in mind. Identify what capabilities are needed for the organization’s future success and where those capabilities need to show up in the organization’s network. Once you’ve mapped those capabilities, categorize them as strategic or tactical. For strategic capabilities, build them into more extensive development programs in which cohorts of leaders can collectively strengthen each other. For tactical capabilities, use tech-driven micro learnings to rapidly reskill leaders at the point of need.
Learner-Desired Yet Organization-Required
Learners want to engage with content and activities on-demand that they feel are most important for their growth and development, and yet they must also be accountable for growing in the areas that are essential to the morale, culture, and performance of the organization.
DO THIS:
Establish a simple L&D evaluation plan and supporting set of metrics that is aligned to the leadership framework and other performance evaluation frameworks. This plan should identify key skills and behaviors the learning is intended to improve, and metrics that will quantitatively and qualitatively demonstrate growth. Then, create bespoke learning programs and supplementary digital learning paths that reinforce the leadership framework and incorporate optional team activities, knowledge checks, learning community posts, and other methodologies where learners can demonstrate engagement, proficiency, and application. Keep in mind that a successful on-demand learning ecosystem is fed by voluntary participation – so don’t over-index on content or pathway completions. Focus more on rate of return to the platform(s), ability of learners to put takeaways into action (number of team activities conducted, number and content of learning community posts), and impact on key performance metrics (360 performance review data, engagement surveys).
Rigorous Yet Convenient
The most poignant moments of learning take place when individuals are stretched outside of their comfort zone and yet the multitude of stressors and responsibilities that threaten to overwhelm leaders necessitates learning that can be quickly and easily consumed, and embedded into their flow of work.
DO THIS:
Build your programs with an intentional ebb and flow of difficulty – think of sports as an example. When an athlete is learning a new technique, a coach should make it as easy as possible to adopt. When they begin using that technique during practice, the coach should rachet up the difficulty so that they are ready to use it during a game. With that metaphor in mind, provide new tactics, frameworks, and tools in a conveniently accessible way (microlearning, videos, mobile-friendly, etc.) with an enjoyable, frictionless user experience. Then engineer limited periods of stressful experiences (simulations, team competitions, role plays, etc.) where they can experiment with those new techniques in a safe, learning-centered environment. Finally, offer access to peers and mentors (digital learning community, peer coaching, executive sponsors/mentors) where they can discuss outcomes and share lessons learned after they have applied these new techniques in the real world. Whenever possible, partner with IT to provide access to this support within the communication platforms that your leaders already use every day.
Process-Focused Managerial Skills Yet People-Centered Leadership Behaviors
Leaders face a wide range of complex challenges and risks that require them to drive results with process-focused management skills and yet they must leverage people-centered behaviors to inspire the long-term effectiveness and health of their teams.
DO THIS:
Stop erecting an artificial barrier between leadership training focused on “soft skills” and managerial training focused on “hard skills.” Build courses and programs around situational challenges that require leaders to leverage both managerial skills and leadership behaviors in order to drive sustained change. For example, identify a specific challenge and then deconstruct it, identifying what soft skills (behaviors) and hard skills (processes) are essential to overcoming that challenge. Use that deconstruction as a blueprint for the course’s objectives and the topics you will cover.
Individually Driven Yet Socially Reinforced
With the increase of remote work and the asynchronous schedules of many global companies, learners want self-driven learning experiences to be available “just-in-time” or at their point of need, and yet the most powerful learning moments come through discussion and interaction with others.
DO THIS:
Create digital learning communities or host pop-up sessions that offer opportunities for learners to react to “just-in-time” learning, share lessons learned following the application of new techniques, ask for advice, and increase the collective understanding of how to apply new techniques within their unique organizational context. When rolling out new learning communities, ensure the communities are scoped and resourced adequately to foster psychological safety and drive engagement. For example, community managers should collaborate with a cohort of early adopters from the target audience to discuss realistic target outcomes and engagement metrics for the community, identify risks to psychological safety (too many leadership levels in one community, fear of retribution for asking for guidance), and curate topics and related prompt questions most likely to increase participation.
Yes, the future of learning is unknowable and filled with uncertainty, but it is also filled with amazing potential for those leaders and organizations who will dare to reimagine what is in the realm of the possible. Those who find creative ways to integrate paradoxical tensions will construct powerful L&D ecosystems that deliver the greatest differentiator in today’s competitive landscape – an energized workforce that is equipped and motivated to tackle whatever challenge comes next.
Fit-for-Purpose and Strategic
Learning must be relevant and useful for individuals to leverage in their unique context and yet it must also be rooted in a unified set of values, behaviors, and concepts that create a shared understanding and language. Organizations must close essential skill gaps or address unhealthy behaviors that their leaders are experiencing today and simultaneously devise a thoughtful strategic plan that addresses both near-term and long-term capabilities that will likely be required for success tomorrow.
DO THIS:
- Establish a simple leadership framework that applies to leaders at all levels and is relevant to moving the organization’s strategy forward. Whether the framework is based on skills, competencies, behaviors, or values, keep it simple (five or less core principles) and use that as the foundation of your L&D ecosystem of content and offerings.
- As this is developed, consider how it aligns with your business goals. Identify what capabilities are needed for the organization’s future success and where those capabilities need to show up in the organization’s network. Once you’ve mapped those capabilities, categorize them as strategic or tactical.
- Finally, build out a variety of accessible resources and programs that align with the different principles of your leadership framework and then give your leaders a mechanism by which they can assess where they need to focus. You will have a universal framework that still allows individuals to focus on their unique subset of growth areas that matter to the organization.
On-demand and Outcome-focused
Learners want to engage with content and activities that they feel are most important for their growth and development, and yet they must also be accountable for growing in the areas that are essential to the morale, culture, and performance of the organization.
DO THIS:
- Establish a simple L&D evaluation plan and supporting set of metrics that is aligned to the leadership framework and other performance evaluation frameworks. This plan should identify key skills and behaviors the learning is intended to improve, and metrics that will quantitatively and qualitatively demonstrate growth. Then, create bespoke learning programs and supplementary digital learning paths that reinforce the leadership framework and incorporate optional team activities, knowledge checks, learning community posts, and other methodologies where learners can demonstrate engagement, proficiency, and application.
- Keep in mind that a successful on-demand learning ecosystem is fed by voluntary participation – so don’t over index on content or pathway completions. Focus more on rate of return to the platform(s), ability of learners to put takeaways into action (number of team activities conducted, number and content of learning community posts) and impact on key performance metrics (360 performance review data, engagement surveys).
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