incidental learning

  • Learning-based complex work: how to reframe learning and development

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    The following is excerpted from Watkins, K.E. and Marsick, V.J., 2023. Chapter 4. Learning informally at work: Reframing learning and development. In Rethinking Workplace Learning and Development. Edward Elgar Publishing. This chapter’s final example illustrates the way in which organically arising IIL (informal and incidental learning) is paired with opportunities to build knowledge through a…

    Rethinking Workplace Learning and Development
  • Hot fudge sundae

    Through their research on informal and incidental learning in the workplace, Karen Watkins and Victoria Marsick have produced one of the strongest evidence-based framework on how to strengthen learning culture to drive performance. Here, Karen Watkins shares an anecdote from a study of learning culture in which two teams from the same company both engaged…

    Partially-melted chocolate
  • Eureka

    If informal learning constitutes an important way in which we learn, adapt and grow, it is important to be able to describe when, where, and how such learning occurs. Only then can we determine how the organization might provide or improve an enabling environment. We can begin such a process by recalling “aha” moments of…

    S.S. Eureka, paddle steamer "Eureka" seen at the San Francisco Maritime Museum (Dave Wilson/flickr.com)
  • Accidents happen

    Question: Why were you looking at their data? Answer: Just out of interest to see. We recognize that some of our most significant learning may occur by accident, as a byproduct of some other activity such as task accomplishment, interpersonal interactions, or trial-and-error experimentation. Where informal learning may be sometimes intentional and more possibly planned, incidental…

    Salvador Dali, Chess Set, 1971 (Andrew Russeth/flickr.com)
  • Dialectics

    4:35 p.m. “My working hypothesis is that the learning that matters is mostly incidental and informal.” “Maybe,” he smiled. “Yet, my conviction that we need to explore this is grounded in my formal training in knowledge management.” 5:17 p.m.  “When we are under-funded and overwhelmed,” he sighed, “is just not the right time to go off on a tangential project!”…

    Contradiction – Kyoto Train Station (Stéfan/flickr)