How motivated learning helps put knowledge to work - Strategic Learning Outlook - Brief Article

Information Outlook, June, 2002 by Corvie Carrington

One of the most commonly used phrases by politicians and educators is "knowledge is power." But this statement cannot be truly used unless it is nurtured and developed. It is simply not adequate to gain knowledge, to increase your level of expertise, without having the understanding or ability to use it. Learning new skills and developing a strong knowledge base are also important.

Like many who read this article, I have researched and explored various ways to become more knowledgeable. I have strived to reach new levels of understanding, but the real purpose for pursuing knowledge normally falls into one of three headings: I want to become a better person (i.e., companion, golfer, painter, chief or fisherman, etc.), become a better employee (i.e., do a better job, prove my value, promote my skills or contribute to the organization's bottom line) or become more marketable (i.e., prove my value to a new organization, valuate a shift or promotion within my current organization).

Each of us, regardless of what motivates us to learn, normally finds value in becoming absorbed in new ideas or subjects. Finding concrete value from what we have learned helps us to "put the knowledge to work." Motives allow us to determine and validate the relevancy of our acquired knowledge. It is within the construct that the power lays.

So, how can you put knowledge to work? Here are a few examples.

During the Job Search:

Let's assume you see an advertisement for a position that interests you. In the ad, they indicate they want a team player or someone who is familiar with collaborative management techniques. In the new economy, organizations commonly request that candidates have this background. So, you'll want to demonstrate superior knowledge of the concepts. You will need to show, in writing, how to make those teams work. One way to demonstrate this skill is to conduct independent research or attend a seminar on this relatively new management-team concept. Upon completing your informal research, prepare a concise summary of the concept and submit it with your resume portfolio. This item will easily demonstrate that you're a motivated learner and will become a standout on the team. To ensure that the organization's human resource representative will review the document, reference the summary in your cover letter.

On the Job:

I have a colleague who subscribes to an endless number of trade and professional journals. He has commented that it is his obligation to stay "connected to his profession." He does this through networking, knowledge sharing and reading relevant articles. But as each new magazine arrives, he skims the front matter and then adds it to the pile of unread professional journals beside his armchair. Over the past few months, the pile has taken shape, and now it mimics a small end table. He thinks to himself, "One day I'll read them...but who has the time to read anymore?"

Many of you might find yourself is similar situations. It's sometimes difficult to stay up-to-date on issues impacting the profession by reading. So, consider holding quarterly sessions with your colleagues to update each other about the industry. It is somewhat akin to a book club, but each person is assigned a different reading assignment. You might pioneer this session in a simple way. For example, after reading an article in a trade journal, you might hold a brief "power up" meeting in your work area to bring everyone up to speed on the issue. Then, during the session make a brief blanket statement, explaining why you feel this is an important development and then open the floor to your colleagues. Ask them: Will this impact the work they do? If so, how? Immediately following the meeting, distribute a resource list and assign key staff to read one of the articles or view hyperlinks noted in the periodical. Ask them to read over the content and prepare a statement about the potential impact. You might enco urage them to deepen their understanding of the subject through additional readings. This session will not only help to acclimate staff to issues of importance related to the work they do, but will also demonstrate how your organization can be empowered by knowledge in spite of limited space, time and/or resources.

As you go about your day-to-day activities, reflect on your motive for learning and ways in which you are empowered by those motives. SLA's Strategic Learning Team would like to hear what you come up with. Please share with us via e-mail at learning@sla.org. We look forward to hearing from you.