How do we even describe a working environment that seems to be changing at unprecedented speed? In the 1990s, the US military developed the term VUCA (volatility, uncertainty, complexity, ambiguity). Not only corporate decision-takers realised that there is no general answer to the mentioned four components like being more innovative, creative or listening more.
Moreover, the Covid-19 pandemic intensified the digital transformation with still unpredictable results for corporate learning and development. How could they learn to change perspective, to connect the dots differently while co-creating reality together with their communication partners.
What does it mean for them to use Global English and to meet in a virtual setting? How would a useful combination of structured formal learning formats and self-directed informal learning look like to boost employees’ intrinsic motivation, self-reflection, and thus their job performance. How to move towards “New Learning” with a focus on experienced meaningfulness, self-realization, and development of potentials for the individual, or “agile learning”, which stands for both individual and organizational adaptability.
Based on Nele Graf 2019
Informal ways of learning both self-directed and in communities of practice (CoP- Wenger-Trayent 2015) form the foundation of user-centred and work-integrated learning. CoPs have a common purpose, are based on trust, and aim at increasing collective intelligence via shared knowledge and practice. Job competency can only be achieved by sustainable corporate learning ecosystems (Liebert 2020), where – similar to a biological community – the invisible parts play also a key role.
individuals or groups
online – at your premises – hybrid
Become proud of your own multi-faceted linguistic and cultural heritage and foster diversity in all its different forms (accent, age, gender, language, race, sexual orientation, etc.) with inclusive business communication practices.
