ACCELERATE LEADERSHIP DEVELOPMENT WITH OPTIMAL DESIGN SIX KEY PRINCIPLES

4. Learning with Others
Learning is a social activity, and it requires space and time
with others to exchange ideas and make meaning from
individual and collective experiences. “Who contributes
to the learning?” is one of the most important questions
we can ask as designers of learning solutions. Learners
construct knowledge through interactions with those
who know more than they do or those who have different
experience and perspectives—whether a peer, coach,
boss, expert, or facilitator.
In today’s workplace, context changes fast—so fast that
it’s difficult for organizations to codify lessons, practices,
and techniques that are most relevant at the moment. We
need others to help us learn and perform. Learning solutions
that facilitate the timely and informal exchanges of
content and context can greatly accelerate the adoption
and creation of the right practices at the right time.
Small-group learning can also significantly influence our
learning. In small groups, interactions help managers draw
meaningful lessons from their experiences, challenging
them to broaden or refine their views, and providing
opportunities to collaborate on real problems and workplace
application.
SAMPLE PRACTICES
Learning with Others
Leverage peer-to-peer learning experiences.
Enable the involvement of the learner’s manager
to provide support and reinforce the learning.
Embed social learning within online learning
experiences that leverage the wisdom of the
crowd.
DESIGN IN ACTION
SOCIAL LEARNING BREAKS DOWN BARRIERS AT BIOGEN
In the past decade, Biogen has experienced unprecedented
business and organizational growth. Biogen has worked
to address the challenges that accompany such growth
through a new central learning organization, a focus
on manager development, and an emphasis on helping
employees build their networks through collaborative
peer-led learning experiences.
This emphasis is apparent in the peer learning aspects
of its people manager curriculum. For example, in a
unique nine-week program for those in critical middle
management roles, participants experience both selfpaced
elearning and group learning. Each manager is
paired with five other managers from around the globe.
These peer learning groups are designed to include
individuals from distinct business functions, and to
provide an opportunity to apply their learning to realworld
management challenges in a confidential and
constructive forum. They also provide a means to learn
from different perspectives and experiences. These peerled
groups help managers establish strong and valuable
networks across the organization—something they can
tap into now and in the future. Peer-led learning truly
has an impact on learners: 94 percent of participants say
they are more confident when doing their jobs and many
participants continue to keep in touch with their peer
groups long after the program ends.
{ 6 } ACCELERATE LEADERSHIP DEVELOPMENT WITH OPTIMAL DESIGN