Submarine control panel. Bowfin Submarine Museum, Pearl Harbor. Personal collection.

How do we measure the impact of informal and incidental learning on organizational performance?

Reda Sadki Learning strategy

Evidence from learning science clearly identifies how to strengthen learning culture in ways that will drive performance. However, in a recent study conducted by Learning Strategies International (LSi), we quickly found limitations and gaps in the data available from the organization examined, despite the best effort by the organization’s staff to answer our questions and requests. We found two gaps that needed to be addressed before the most effective approaches to develop capabilities could  be applied usefully – and their impact measured: The gap between a commitment in principle to learning and skepticism about its actual value. (This gap surprised us.) Gaps in data and reporting needed to measure internal learning (and how to improve it). We believe that the first gap (skepticism about the value of learning) is the direct result of the second (lack of measurement). Without a measure of its impact on performance, internal (staff) learning is likely …

Painting at Trigonos (25 January 2017). Personal collection.

The future of learning that could have been

Reda Sadki Learning strategy

In June 2017, the Institute’s president, together with its Chief Learning Officer (CLO), convened an all-hands-on-deck meeting to announce the Institute’s commitment to strengthening its learning culture of innovation and change through an innovative, evidence-based internal learning strategy. Staff were invited to nominate and then elect representatives to the Learning & Development Committee (LDC), mandated with the challenge of ingraining learning “karma in the walls and halls” as key to delivering on its promise to prepare a new generation for the coming humanitarian challenges. In July, the Institute performed its first benchmark of learning culture and performance. This demonstrated that staff learning is key to mission, financial, and knowledge performance (ie, to delivering results). This benchmark was followed by a learning practice audit in August that woke both managers and staff to their existing strengths and the amazing ways in which they were already continually learning at the point of …

It's a dead end baby (Andrew Mason/flickr)

Debunking the “Social Age”, a dead end for humanitarian leadership practitioners

Reda Sadki Thinking aloud

“And I can see no reason why anyone should suppose that in the future the same motifs already heard will not be sounding still … put to use by reasonable men to reasonable ends, or by madmen to nonsense and disaster.” – Joseph Campbell, Foreword to The Masks of God: Primitive Mythology, 1969 Humans are social beings. If there is one constant in our experience, this is it. Of course, the tidal waves of digital transformation are reshaping the cultures of how we learn, share, communicate, and grow. But this constant remains. Claiming that our entry into a “Social Age” is the key to grappling with change is akin to clamoring that we are entering a new “Age of Transportation”. There are obviously new means such as electric cars. But to try to understand what is changing – and how we can learn, grow, and lead to harness change – through such …