One of the key issues around the capabilities we learn in the local world is going to be how we learn. It's not just what we learn, but how we learn. That's not only about learning preferences like styles, and strategies, and it's our openness to learning. And, what's the most effective and efficient way of learning? Some of it's around my capability, some of it's around my motivation, a lot of it's around the support and the organization, and how much of that support enables me to practice and apply a new behavior. So, here we're beginning to work on everything coming together and so, it's not just about style, understanding why I'm learning, what I'm learning, but understanding that there are strategies that can enable me to learn quicker. Like the work that we did on, compliance understanding and behavior. A couple of slides ago, what we found was, people could readily tell you what sort of behavior a manager would exhibit in their coaching. But when we asked them, is that behavior empowering that individual? Is that behavior giving responsibilities of that individual?, or are you simply replicating the past? And once managers can do the intellectual task of picking out key behaviors that do enable empowerment, very few of those behaviors we observed in the workplace. One of the final things is, when I learn, and the amount of change going on in our organization enables me to learn quicker. One of the key messages is, global isolation isn't where you do business, but how you do business. And it's ultimately the business of mindset and behavior change, and within that context the organizations' rules, policies, procedures are fundamental in assisting and enabling a behavioral change. If someone is working in teams and there's a bonus system working out on individuals, that they are rewarded rather than the team is rewarded, the behavioral change will be significantly reduced. When we were looking at learning, the key thing is of the alignment of all the stakeholders in the learning process. The culture of the organization, the attitudes, beliefs at work with peers and managers, the amount of involvement and commitment to that work. One of the fundamental issues is, getting alignment between individual involvement, engagement and commitment, and meaning, and the organizations business strategy, and its purpose, its values, its meaning, and ensuring the individual is gaining significant control in that work. Some of the work that we found suggests that, people can change their behavior. It's whether they believe that behavior is in line with when they want to make a difference, their values and their meaning of work. So, it's not just about the involvement and engagement. It's actually about finding an alignment between commitment, involvement, engagement and meaning for all the stakeholders in the organization. And as I said, the traditional learning transfer, has spent large amounts of money on the analysis, design, and delivery of the learning. The implementation of that learning has been a voluntary transfer, and that the research that we found says that, 70 to 90 percent of that learning transfer is lost. What we're arguing for is, it's not high cost, it just requires focus and alignment, of all the elements for learning transfer. It means managing learning transfer can be done by the individual, a group, or function, or an organization. It's not only looking at aligning the analysis, the design and delivery, but managing the transfer process in a stimulating transfer where you're gaining some 90 percent of that gain. What you're also doing, is empowering the individual to become an empowered achiever. And that's fundamental, if you understand what are the enablers and barriers to learning transfer, those are the things that you could begin to manage, and increase your impact and investment by 70- 90 percent.
