Training teams in new competencies seems like common sense, but “in practice, there never seems to be enough money or time,” Elizabeth Doty writes for Strategy + Business. Perhaps we’re thinking about the wrong kind of learning. Performance reviews, mentoring, and training sessions all are “inputs” that “may not correlate with the results we want to create,” she writes. Instead, she argues, we should enable people to learn by showing them the immediate effects of their work and their ideas. The key may be to design and evolve a system that provides quality feedback and guidance, allowing employees to teach themselves in pursuit of higher goals.
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