others might read them and add to them. Wander down hallways
and listen. Get involved in impromptu conversations, whether
with direct reports or with colleagues you barely know. Get a sense
of where and when informal learning happens, and never pass up
an opportunity to experience more.
Liberate Learning in Others
At Inland Paperboard and Packaging in Indianapolis, senior execu-
tives realized, in the middle of initiating a culture change, that they
themselves were having a hard time mastering new skills. They also
realized that they all learned in different and often conflicting ways.
The organizational effectiveness department suggested that the com-
pany use an individual learning styles inventory to help accelerate
the change effort. Assessment began with the company’s CEO and
his direct reports. Then, over the course of a year, all managers, from
executives to frontline supervisors, learned about how they learn and
how to work better with people who have different styles.People are natural learners—asking, observing, searching, spec-
ulating, theorizing, and experimenting all the time—but many
adults have little confidence in their learning abilities and feel anx-
ious when pressured to learn more. Circulate learning-style assess-
ments to help people understand their strengths, and ask the
training department to offer follow-up discussions on learning tech-
niques. Practice storytelling, and share what you discover. Publicize
available “how to” materials, and make them easy to understand.
Consider asking the research group to publish search tips and ask-
ing librarians to help people find what they need.
Access Learning Wherever You Can
A team at General Motors in Detroit is working on reducing the
response time from car order to delivery. Team members post what
they’re doing and learning so that people not directly involved canINFORMALLEARNING 95