For example, when Kelly was in charge of learning at LinkedIn, her team created a peer-to-peer learning program designed around the company’s key corporate values. One section of the program focused on difficult conversations; each participant was asked to identify a real-life difficult conversation they needed to have at work (especially one they might be avoiding). They were first taught about difficult conversations (stage 1); next they practiced with each other before holding the conversations in real life (stage 2). One of the participants, John, confronted his employee Mark about his missed deadlines, a pattern which had been negatively affecting the team. The conversation did not go well — John felt awkward, and Mark got defensive. When John shared this experience with his peers in the learning group, they openly shared their views and ideas, and their own experiences of similar situations (stage 3). As everyone in the group — not just John — reflected on what they had learned, they concluded that they had all become more confident and armed with ideas about how to better handle a similar situation in the future (stage 4). Later group members indicated that their real-world difficult conversations indeed had become more productive.
The “Learning Loop” seems a sensible approach to learning:
People gain new skills best in any situation that includes all four stages of what we call the “Learning Loop”: gain knowledge; practice by applying that knowledge; get feedback; and reflect on what has been learned.
And, as an afterthought to the practice example, peer-to-peer learning seems to be a giant opportunity to improve learning in organizations.