Among those who read on such subjects, it’s now increasingly widely recognised that peer-driven knowledge sharing means those workplaces that use it find they work better collaboratively.
However, few established, non-learning businesses seeking a path to agility will have a pre-existing framework to guide them in establishing workplace-wide collaboration that engages their people in an inclusive management culture driven to learn.
If they want to reduce risk in implementing such practices, simply imposing them from the top probably won’t work, and they will have to frame their own learning to create a platform for change.
This means leaders will have to find out and test what they need to know, and the best way to do this is always to ask.
Thus, although in no prescriptive order, the following learning objectives might get such businesses off to a start in testing what lies in the minds across the business when setting a new direction and agenda for workplace learning-driven change.
- How best can we create a management culture that encourages understanding of the context in which the organisation trades?
- How best can we create a management culture that engages all employees and stakeholders in this pursuit?
- How best can we create a management culture that encourages people to be inquisitive in chasing down the best information?
- How best can we create a management culture that encourages and rewards prescience in delivering product, service, business model and process solutions?
- How best can we create a management culture that encourages the company’s people to be inventive?
- How best can we create a management culture that is inclusive?
- How best can we create a management culture that encourages people to be demanding in their pursuit of better competitive knowledge?
- How can we best ensure we develop workplace collaboration practices that ensure we don’t become an organisation with a “fixed” mindset?
- How best can we create a management culture that encourages people to be subversive and provocative in their thinking about the challenges the business faces?
- How can we best ensure we create a dynamic organisation with active workflows and collaborative solutions that bring about transparency across the business?
- How can we best ensure we don’t get left behind in the innovativeness of our business strategies and learning?
- How can we best ensure that in encouraging our people’s greater participation, we don’t inadvertently create an unhappy and disjointed workplace?
- How best can we create a management culture that ensures that timely and relevant strategic information, innovation and ideas flow both down and up through organisation?
- How best can we create a management culture that encourages contribution and accepts that all ideas are equal and that the best ideas need not only come from the top?
- How best can we create a management culture that recognises and encourages the importance of diverse perspective?
- How can we best ensure we share knowledge about the business in such a way as to sustain an effective and engaged workforce?
- How can we best ensure that employees share critical knowledge effectively to benefit the business?
- How can we best ensure that peer collaboration aids worker and workplace productivity, to ensure it becomes and remains our people’s preferred method of learning at work?
- How can we best ensure that knowledge is being shared and captured as effectively as possible?
- How can we best ensure that our people reliably share their learnings with their peers?
- How can we best ensure that knowledge sharing sustains even as employees gain more tenure, experience, and demanding responsibilities?
- How can we best ensure that the workplace does not become more isolated in the future as more and more workers become able to work from home?
- How can we best ensure that employees capture new knowledge on our internal network, to ensure critical intellectual capital is not lost?