Learning on the Job

At any time in our lives, we have all encountered any number of professional environments. According to the Bureau of Labor Statistics, the adult who has been in the workforce between 1978 and 2006 has held an average of 10.8 jobs (Bureau of Labor Statics, 2008). In such environments, one is bound to encounter both the most rewarding of working experiences, as well as difficult work experiences. In my history of different work environments, I grew more as an employee and had better relationships with my coworkers when I was in an environment that allowed and encouraged me to learn and solve problems, as opposed to in an environment that was rigid and did not foster any kind of personal growth .

An employee’s ability to learn and problem solve plays a key role in an organization’s effectiveness. According to Brown and Gray (2004) “The real genius of organizations is the informal, impromptu, often inspired ways that real people solve real problems in ways that formal processes can’t anticipate” (p.4). When the formal processes become what is “lived by,” the ability innovatively solve problems is diminished, or more significantly, the desire of an employee to engage in a creative problem solving process is reduced. This is important to note because often, the organization that encourages learning and individual expression often can respond to problems and make more effective decisions (Coles, 2004 p.176).

I found myself more committed to the organization that I worked for when I was “in the trenches” helping to solve problems and allowed to contribute to the creation of new processes as opposed to relegated to the sidelines to allow the “important” people to make all the decisions. I am, in essence be a working member of the ...

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Bureau of Labor Statistics. (2008). Number of jobs held, labor market activity, and earnings growth among the youngest baby boomers: Results from a longitudinal study. Retrieved from http://www.bls.gov/news.release/nlsoy.nr0.htm.

Chaleff, I. (2003). The courageous follower: Standing up to and for our leaders (2nd ed.). San Francisco, CA: Berrett-Koehler Publishers, Inc.

Coles, W.C. (2004). Improved performance: that’s our diploma. In M.L. Connor & J.G. Clawson (Eds.), Creating a learning culture: Strategy, technology, and practice (pp.169-185). New York, NY: Cambridge University Press.

Smith, G.T. (1999). Courage and calling: Embracing your God-given potential. Downers Grove, IL: InterVarsity Press.