do we stop proactively learning?
I recently observed to a colleague that it seems like the process of proactive learning slows or even stops at some point in our careers. After twenty years of formal education, we seem to stop the learning process. But why do we stop seeking knowledge and how can we continue it in our professional lives?
In making the statement, I was thinking about the myriad reasons we use for not being proactive learners: too many tasks to complete, no time to learn something new, lack of immediate availability, general fatigue with education... But when I contrast those statements with my own experiences in learning facilitation: active learner engagement with the material, thoughtful follow-up questions, gratitude for the opportunity, I'm struck by the disconnect. Given an opportunity to interact with new concepts, engagement seems to be high.
So how do we perpetuate such engagement and move more towards a Learning Organization? Maybe it's my background in consulting - where navigating unfamiliar territory is the norm - but I've always relied on asking questions.
Just ask
It's a simple idea: determine what you want to know and start asking questions until you get an answer or uncover something that needs to be answered. It's Appreciative Inquiry applied. It sparks debate, uncovers new concepts and thoughts, and even identifies things that are already known.
But I think it's that last idea - inquiring about the "known" - that actually prevents us from asking more questions in the first place. Nobody wants to be seen as "the one who doesn't know."
A Personal Story
During my time as an analyst at a large financial services firm, one story stands out. Upon reopening the bank after 9/11, the CEO of this storied institution personally greeted employees at the door to welcome them back. One analyst, fresh out of orientation training where "there is no dumb question" and "you should never be afraid to ask," didn't recognize the CEO. So he promptly introduced himself as a new analyst and asked what the man did at the firm. As you might imagine, the story quickly found its way into the annals of analyst history. The ribbing was merciless.
But what did he do wrong? He didn't know something, wanted more information, was genuine, outgoing, and personable about it, and asked a question. Do you think he'll ever feel as comfortable asking a question again? Did we lose a potential learner that day?
making the change
Admittedly, I have an affinity for listing open-ended questions as a way of sparking dialogue. I believe that asking questions - and seeking answers - should be our MO as proactive learners. It should be OK to ask the question that anyone can answer. How else do we ensure alignment towards performance? Being afraid to ask the easy questions all but guarantees an unwillingness to ask the harder ones. That benefits nobody.