In 1974 Ernő Rubik invented a combination puzzle to teach his students about solving complex three dimensional problems. An internal pivot mechanism allows each face to rotate independently, either to mix up the colours or solve the puzzle. The cube quickly became the subject of algorithms, each one trying to solve the puzzle faster than the last. Speedcubing soon became a phenomenon as people raced towards completion and recognition by their peers.
Am I drawing an analogy here? Of course I am.
Learning culture is very much like a Rubik’s Cube. We in our organisations face three dimensional problems in L&D every day. The problems can be complex, difficult to solve, require a lot of strategy, and a few twists and turns along the way. We learn from the problems and previous solving patterns. The more we learn, the faster we become.
But most importantly, L&D are the internal pivot mechanism.
A Rubik’s Cube can not work without a internal pivot mechanism, and an organisation can not have a learning culture without an L&D team to act as the pivot.
But that is all we are, the pivot. For a learning culture to be a true learning culture, it has to be in every part of the organisation. Just as each cube is attached to the internal pivot, each department must be attached to L&D. They must have the ability to move independently but also align with other teams and departments via the L&D pivot for a successful outcome.
Whilst you may not solve the problem of a learning culture in a record breaking 3.47 seconds, careful planning, understanding of the problem and awareness of how the teams and departments are aligned will enable you to help them move towards the organisation’s common goal and a successful outcome.
“If you are curious, you’ll find the puzzles around you. If you are determined, you will solve them” – Erno Rubik