We believe that to always keep learning is the best strategy a person, group or organization can adopt and live to remain effective, active, relevant and, well, happy. Every two weeks we send the most relevant articles in becoming better learners. We look at how people learn from and with each other.
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Movement of thought • feeding your brain • conversation
I’ve hinted at it a couple of times but finally we found a bit of time to complete our poll and ask for your help. It’s available here, just a few questions, shouldn’t take more than 2-3 minutes and we’d really appreciate your feedback to help us improve this newsletter. Thanks in advance.
NewCo Shift (Esko Kilpi) • 3 min read
Kilpi threading some of his usual future of work paths but I found this one especially provocative in two ways. His idea that work isn’t about roles anymore, that “everybody needs to take part in the common movement of thought.” And this framing of time and attention;
The attention space is the new metaphor for the industrial process and the corporate office. It is a “place of the mind”. It is an expression of our effort and the live movement of thinking.
Personal Growth (Shane Parrish) • 5 min read
Consider your mind as a library and start paying attention to what you put in there. Stop throwing soundbite junk food at it, look for the best filters (people), understand their strengths, how they work. Finally, use an approach where you consider relevancy over time and whether the person’s knowledge is just surface information or detailed.
You want to learn from people with a deep, accurate fluency in their area of expertise: The best filter is an intelligent human brain, find someone who has considerately prepared, processed and neatly presented a palatable meal of though.
Harvard Business Review • 4 min read
As companies use more and more freelancers (here referred to as “agile talents”), it is important for L&D to become ever more flexible and agile. The learning they provide must also be accessed by non-permanent employees so teams can develop and learn as a whole, including the agile talents.
“The future of learning is three ‘justs’: just enough, just-in-time, and just-for-me.”
E-180 Mag • 6 min read
An insider look at Stranger Collective’s policy for “feeding.” Giving each employee 10 hours monthly to explore outside of work, push their interests, discover inspiration and then report back, share with the team.
By keeping our minds nourished, we do better work. Simple as that. It gives us a brand new perspectives, helping us to spark new ideas and craft great words. But we don’t just keep it to ourselves. That would be missing a trick. We share what we learn too, with the team and the wider world.
Elsua • 7 min read
Suarez explains that we should start seeing collaboration as having a series of conversations, in person and online. We can then stop worrying if we are spending too much time collaborating, start understanding everyone’s needs and changing our mindset to realize that collaboration is not only “a physical activity happening while we are at the office, but it’s mostly a state of mind.”
Conversations are, most probably, the lowest common denominator towards a successful collaboration between peers who want to achieve a common objective.
Matrix Partners Viewpoints • 5 min read
In issue No.30, Shipping vs. Learning explained how we should make learning the deliverable. Here is a great addition to that line of thinking, advocating using “learnings” as valuable successes alongside short-term-goals. Instead of bumping their heads on arbitrary numbers, teams can now go forward in two ways; learning something and achieving the actual goals.
But by building a Learning Organization, you can avoid penalizing your team for not hitting arbitrary short-term goals, build a stronger institutional knowledge base, and actually make meaningfully faster progress toward long term objectives.
LinkedIn • 12 min read
A quite detailed look at how organizations can create a knowledge sharing culture. What to look for to understand which culture you have, the fit of knowledge sharing within it, what to encourage, how to proceed. Changes to people, process and technology and a credo for executives to endorse and communicate.
Embed knowledge-sharing into the basic work and processes of your organization so that it is not viewed as a separate task which can be avoided.