“. . .we can say that Muad’Dib learned rapidly because his first training was in how to learn. And the first lesson of all was the basic trust that he could learn. It is shocking to find how many people do not believe they can learn, and how many more believe learning to be difficult.”
—Frank Herbert, Dune
This quote from the science fiction novel Dune underlines a common difficulty in training and development. Many people approach learning with dread, a fear rooted in past embarrassments, fear of failure, or a societal preference for "book" learning over hands-on experience.
The Lost Instinct of Childhood Learning
Children possess a natural ability to learn. They have a total trust that allows them to freely experiment, test, challenge, make mistakes, and, most importantly, incorporate new knowledge into their behavior. This built-in curiosity and effective learning process is, unfortunately, often unlearned during formal schooling. As a result, what we learn in a classroom is rarely retained or used.
From Accidental Experience to Deliberate Learning
As adults, we continue learning throughout our lives, often without realizing it. We call this “getting experience” or “learning by living.” When we get a new phone, most of us start pushing buttons rather than reading the manual. We rely on asking others, experimenting, and observing.
However, we often fail to recognize the power of this informal process. By consciously and deliberately learning to learn, we can accelerate our growth and make meaningful changes in our lives. Deliberate learning is the key to turning random experience into enduring knowledge.
It requires three key elements:
- Feedback
- Conscious thought
- Interaction with others
The result of this process should be reflected in concrete actions and changes in behavior.
Building the Learning Organization
This inability to learn is mirrored in our organizations. Very few are true learning organizations—a concept defined by Peter Senge as entities that can regularly invent the future. Many companies fail to learn from past mistakes and continue to repeat flawed decision-making processes.
IBM stands out as a highly adaptive learning organization. For 100 years, it has survived and thrived by continuously reinventing itself. It encourages internal mobility, offers extensive training, and uses project-based work to stimulate creativity and collaboration. The company has made major strategic shifts based on what its employees observed and learned.
How Organizations Can Foster Deliberate Learning
To ensure future survival and profitability, organizations must cultivate a culture of deliberate learning. This means moving beyond accidental learning to create an intentional practice.
Leaders can achieve this by:
- Allowing people more time and freedom to engage in projects that stretch their abilities.
- Encouraging interaction with people from a wide array of backgrounds and experiences.
- Deliberately avoiding groupthink by encouraging dissent and open conversation.
- Coupling project work with debriefings and discussions about what was learned and what changed.
By focusing on deliberate reflection, fun, and results, organizations can foster enduring learning. The goal is not to formalize informal learning but to ensure it is thoughtful and intentional.