It’s All About The ‘L’ Word: Designing an Effective Learning Journey

I’ve been hearing the L word a lot recently. The number of initiatives and organisations looking for ‘learning’ partners, ‘learning’ facilitators, or consultants to design their impact and ‘learning’ frameworks, seems to have skyrocketed. With the L in MEL finally getting a look in, the question remains: what does meaningful and effective learning actually mean in practice?

Here are my 5 top tips to deliver on the L in MEL — neatly packaged in the very convenient acronym LEARN.

L is for…Learner-Centric

Learning processes need to be designed with and for learners to be most effective. ‘Learners’ could be the teams delivering the programme, the wider organisation, or even other organisations looking to run similar initiatives. Learners should also always include the communities with direct experience of the programme and the issues it’s working to address.

A learner-centric process is one that asks not just what everyone wants to learn about, but also how people like to process and share information, and the value of different forms and types of data and knowledge.

E is for…Ever-Evolving

Learning processes are great for initiatives that are looking to innovate, try something new, work with longer-term time horizons, or catalyse systemic change. This is because they facilitate a lens of curiosity (i.e., understanding what is happening and why) for evolution and adaptation, rather than tying projects to a rigid set of outcomes and outputs which tend to be better suited for demonstrating linear, short-term ‘impact’.

As these initiatives evolve and adapt, so too should the learning process. Basically, the dream learning journey facilitates adaptation, while adapting itself to remain relevant to shifts in priorities, people, and processes.

A is for…Aligned with Values

The learning journey should reflect your organisation’s ethos and values. This can play out in many ways, and on many levels: from a focus on hosting accessible and inclusive learning activities, to always interrogating the power dynamics and biases at play in the design, delivery and analysis of information.

It’s worth taking time to identify your core values, as well as to reflect on the risks and barriers to upholding these, and how you’ll successfully navigate them.

R is for…Rooted in Reality

Learning takes time: time to reflect, articulate findings, connect with others, process information, and implement insights. Unfortunately, reflection and learning are often the first activities to get cut when work gets busy and time becomes limited.

All learning journeys need to be realistic and mindful of participants’ time and capacity. There are many ways to do this, such as building reflection and learning into pre-existing touch points and meetings, ensuring people are financially compensated for their time, and facilitating open conversations to shift mindsets and encourage prioritisation of learning as a key part of job functions.

N is for…Nourishing

Learning should be nourishing, enjoyable, and enriching. Indeed, the most successful learning processes energise, build momentum and inspire. This is particularly important to instill a culture for learning within initiatives and organisations, wherein people are fully and whole-heartedly committed to making space for curiosity and learning, and appreciate the value it’s adding and bringing to their work.

One word. Five letters. What do you think? Will you be implementing the LEARN model in your organisation? If so, I’d love to hear from you! Add me on LinkedIn, shoot me an email at caitlin@ig-advisors.com, or book time directly in my calendar for a chat.