Publications update 04
How do teams learn?
by Martin Hagen
Editorial
During the last century, we have acquired a great deal of knowledge about learning by individuals. It is only in the last few decades that a new question has become a focus of attention: how do groups and teams actually learn?
It quickly became clear that the concepts of learning by individuals could not simply be transferred to teams. This lead to new questions: how much guidance do teams need in order to learn? What happens in groups that one simply leaves to their own devices? How do teams react if they are given a very narrow framework for development?
In this, it is worth trying to take a broader perspective. A lot of questions, which have to do with learning, also arise where families have to deal with transitions. Where do we find the time and attention for the new task (in the founding of a family)? Or: what should we do with the free spaces that arise when the children leave home.
Interestingly, most families cope with these transitions without considering them at all. It usually becomes a challenge if they notice that their normal mechanisms no longer function in these situations of upheaval.
Then, it is rather as if a millipede notices for the first time the complexity of the movements that he has to coordinate. The conscious guiding of his movements is much too difficult for him. It is only step by step that he learns to coordinate his movements consciously and differently.
I encounter many teams who are at precisely this point. They are becoming aware of their mechanisms. They would like to become more flexible or more efficient. They would like to change something or other. That is how the adventure of learning begins.
For me personally, this is repeatedly one of the most fascinating experiences in all my years of working with teams: teams question themselves, remain aware of their strengths and thus gain new energy with one another.
One plus one makes five.
Lots of fun reading – as always, we will be happy to receive your feedback.
Martin Hagen