L&D: Assisting Learning To Learn – And Then Learning To Share

A New Reality?

Or a new recognition? Or just a growing recognition?

Reaching a critical mass and the tipping point?


In my view this is not new. I recall talk about this back in the 1980s. Dale Brethower, PhD, whom I knew from my involvement of NSPI (and is now ISPI) talked about this back in the day. He worked with people at Western Michigan University that researched this – and applied it in programs.

In fact, my practice has been to learn and share. Learn, apply and share.

It’s what I learned from many at NSPI/ISPI back in the day. Back in 1980s I attended my first national conference and started to learn from the sharing of Rummler, Harless, Mager, Brethower, Ruth Clark and Dick Clark and over the decades, hundreds and hundreds more.

They mostly all shared most freely. The what and how and why – and the data. Not just marketing teases. Not Foo Foo/Snake Oil.

Now sharing can happen over YouTube and there is less need to attend a physical conference – although there are benefits to that – because as I learned way back in the early 1980s:

“the more you have high tech – the more you need high touch.”


The Imperative Has Been There and Is Still Upon Us

The need for “Learning to Learn” for everyone has simply grown with the need to better match the speed of change to simply keep up let alone get ahead of the curve – and the convenient availability of Content Content Everywhere.


As someone who has been in the T&D/ Learning/ Knowledge Management field since 1979 – I’d never met or heard or interacted with anyone who thought that T&D/L&D was going to address it all. The 100.

What you get if you add up 70+20+10.


T&D/L&D was there to address what the Enterprise Leadership saw as valuable – unless of course, the reigns were turned over to the L&D Leaders themselves – and/or to their clients – who were coming in with their “top priority requests” to compete for the time and attention – and limited resources of the L&D function – with others who brought their “top requests.”

THAT was abdication by the Enterprise Leaders of the Fiduciary Responsibility to their Shareholders – IMO. To let go of the reigns and not direct where Investment in L&D efforts should go – to the benefit of the Enterprise as a whole.

And the Consequences for that approach of abdication – included limited resources going to lower hanging fruit than the higher hanging fruit that existed within the Enterprise. Allowing for, and creating, sub-optimization of the Enterprise. Not a good plan. Not good management.

When you can’t afford it all – you’ve got to be much more careful of where those resources go.


And if you cannot afford it all – there has got to be another alternative for those who don’t get resources for their “top needs” – which are not the “top needs” overall.

Same as it ever was.  And … to be expected.

I have written extensively about that for decades. See my 2001 book: T&D Systems View and everything on 12 O’Clock. The book is available as a FREE PDF as well as a Kindle and paperback.


And … you’re not exactly “all on your own” … when … “you’re all in the same boat.”


Dealing successfully with reality – first requires recognizing it.


The answer IMO – and many others – is Learn How To Learn – and then Learn How To Share – more effectively and more efficiently.

There are costs to the Enterprise for being less than effective and less than efficient.


As someone who believes in Flipping the 70-20-10 Reference Model – and doing Most 10 Before Most 20 Before Most 70 – I believe that this is another good example where to be most successful – the Enterprise needs to FLIP IT.

Flip It – to: 10-20-70.

For the ROI

To avoid the negative ROI or RONA or EVA – for a different approach – that is less effective and/or efficient. The 70-20-10 approach.

Unless you can afford that.

Then … you can: SKIP THE FLIP.

It’s a Business Decision – as the saying goes.

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