Desirable Learning and Workplace Impact
Desirable learning is different from learning that is forced. Most workplace skills come from learning which results in competence. Is that competence attractive and desirable?
A good friend telephoned me yesterday. He often phones with philosophical questions. He is a hobbyist researcher, always seeking the facts (or a population to survey) to determine probable outcomes, answers, or solutions.
Yesterday his question was about motivation. He was trying to consider all angles of motivation and especially how it helps determine career paths. His work is always interesting to me.
Workplace Impact and Careers
When it comes to workplace learning, organization development, and career paths it often boils down to motivation. Motivation to learn a new skill, up your game, and do better work. Arguably some of that motivation may be based on desire.
Can you learn to be a salesperson, an accountant, or a graphic designer?
Can you learn to be a computer network technician? What about being a Python coder?
Do people learn how to be a good manager, vice-president, or CEO?
Is learning based on desire to perform the work?
People often discuss talent. You may hear someone suggest that the painter, musician, or actress is very talented. Did those skills come naturally or did they practice their craft over and over again until they honed their skills above the average?
If they developed that talent, what compelled them to devote so much energy to that development?
Desirable Learning
In your workplace or connected to your career is opportunity. Sure, there may be some lucky opportunities here and there, yet you have to appropriately manage your luck.
The best way to manage any opportunity is to be prepared. You develop the skills and competency to be both proactive and reactive to your environment through learning.
Do you believe you could learn to paint on canvas? Can you learn to become a Python coder? What about being a chef, a welder, or an FBI agent? Can you learn these things?
The question is, “Do you want to do it?”
We often limit ourselves, or not, based on our own desires. Desire may be driven by self-efficacy, feedback, or personal interests.
It is probably safe to say that most people can learn nearly anything.
Do they find the opportunity desirable?
-DEG
Dennis E. Gilbert is a business consultant, speaker (CSPTM), and culture expert. He is a five-time author and the founder of Appreciative Strategies, LLC. His business focuses on positive human performance improvement solutions through Appreciative Strategies®. Reach him through his website at Dennis-Gilbert.com or by calling +1 646.546.5553.
