Knowledge skills are increasingly important due to the pace of change in knowledge. We know that staying current cannot rely solely on formal training. This is both because we seldom have the time and resources to stop our work in order to learn and because the pace of change is faster than our ability to capture and codify it as formal knowledge.

“Hitting a stationary target requires different skills of a marksman than hitting a target in motion.” – George Siemens (2006:93) We are all knowledge workers who struggle with knowledge abundance – too much information . Percent of knowledge stored in your brain needed to do your job   Our ability to learn is heavily dependent on our ability to connect with others.

“You’ll become a dinosaur if you don’t learn.” People in the organization recognize the need for change, see its value, see their own roles in the process, are willing to adopt new approaches, and possess the competence to move forward with change: At the individual level, we strive to consider each task, however mundane, as an opportunity to learn.

How does an organization’s leaders recognize, encourage, and reward both existing learning practices and positive change in learning behaviors that foster informal and incidental learning?

Many people in the organization recognize the need for change, see its value, see their own roles in the process, are willing to adopt new approaches, and possess the competence to move forward with change. “Nothing that we do can be taught”, they say, “so the challenge and the learning need is almost constant”. At the individual level, we strive to consider each task, however mundane, as an opportunity to learn.