Emergence of the Performance Catalyst

I’ve worked in the field of Learning and Development (L&D) now for nearly two decades. I’ve been fortunate to have seen and work through some pretty big changes in approaches to workplace learning. A lot of these changes were brought about by the evolution of technology, but there’s also been a substantial change in the nature of jobs and, more recently, the changing nature of work itself.

Three decades ago, learning in the workplace was predominantly face-to-face. Just as now, even then most of this learning wasn’t formal. People learned how to do their jobs and went through a series of learning experiences that loosely followed, without deliberate action, something resembling the 70:20:10 framework. Some learning resulted from workplace training, but more learning occurred from working with others, and the largest part of the learning resulted from doing the job. It’s a natural way of learning that largely happens often in spite of the L&D organization.

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