Lifewide learning matrix
I began thinking of the concept of a lifewide learning matrix 10 years ago, while doing my doctoral research. The focus was, specifically, the issue of informal and self-directed learning. I was studying how adults can direct their own learning outside of a formal learning environment.
In 2018, when I gave a talk on New Approaches to L&D, I came up with the idea of a 2X2 matrix highlighting these variables. On the (y) axis, self-direction X direction by others (who is responsible for the definition of learning). On the (x) axis formal environment X informal environment (where learning occurs).
Since then, I have presented the matrix in talks in order to demonstrate that the vast majority of our corporate learning exists in a specific quadrant: formal X directed by others. And I emphasized the importance of initiatives to develop a truly new Culture of Learning.
As an awareness tool, the matrix has proven to be very effective.
It is very clear that although we HR folk love the 70–20–10 concept, it is the 10 that still rules. There is very little space and incentive for employees to be self-directed and informal learning initiatives go basically ignored.
Recently, I started using the matrix in an even more practical way. In consulting projects for large organizations — such as Learning Culture or Restructuring Corporate Universities — the matrix proved to be excellent for use in an applied manner.
Survey of “stealth” learning initiatives
First, the matrix helps to raise “stealth” informal learning initiatives unnoticed by HR radar. Many people are unable to understand that informal learning activities ARE corporate learning activities. Using the framework, we have been able to demonstrate that there are a lot — and I mean a lot! — of informal learning initiatives happening throughout the company.
Sometimes, even participants did not realize the activity itself was a learning initiative until it was pointed out to them. It was “only” a chat, a meeting, an expedition, a discussion… not “real” learning. Except it is.
It’s fundamental for employees to understand that most “real” learning activities happen outside the classroom. And, most importantly, that the company both a) Believe that and b) Clearly and unequivocally show employees it believes that.
An example of this situation is the paradox we are experiencing in L&D initiatives. On the one hand, climate surveys report dissatisfaction with both the quantity and quality of the training initiatives offered. On the other hand, workshops or courses on-line are offered, the no show rate is huge.
The matrix is useful in a few ways: mapping out existing initiatives, helping in creating new ones and clearly illustrating to employees the concept that corporate learning is more than participating in initiatives supplied by HR
Once the informal learning initiatives become visible and recognized, the organization is able to “formalize the informal” and invest all appropriate resources (time, budget, technology and internal communication efforts) signaling to employees that workplace learning is an important part of the corporate learning initiatives.
happens on a daily basis.
As a result, clear messages are sent that this type of Culture of Learning is important for the organization.
Mapping informal learning activities also shows that it is ok (or even desired) to be a self-directed learner, creating your own learning initiatives. And, perhaps most important of all: new learning leaders emerge who, regardless of their positions, are influencers of a new Learning Culture.
Building a learning experience portfolio.
The matrix can also be used in a workshop to build a portfolio of learning experiences: learning alternatives that go beyond the traditional models proposed in the last 30 years.
By encouraging a group of people to replace the traditional way of building “learning paths” with the creation of a program that involves initiatives in the four quadrants of the matrix, we foster a much more creative, efficient and real impact for everyone.
In other articles, I will demonstrate the step by step of how to conduct both processes: mapping the existing formal actions and building a broad portfolio of experiences.
As Dani Johnson, from RedThread Research, proposes, when it comes to learning initiatives, the role of the HR area should not be that of a provider, but that of an enabler. With the matrix we have been able to move closer to this approach, and stop believing that cool things are happening when HR is not looking.
