“But we’ve always done it this way.”
Have you ever found yourself creating yet another training program, knowing deep down it won’t solve the real problem? I’ve been there. As a former military Logistics Officer, I believed structure and control were the answer to everything – including learning.
A Personal Shift in Thinking
For much of my early career, I thrived in highly structured environments. As a Logistics Officer in the Royal Australian Air Force (RAAF), I worked on large-scale projects to introduce new aircraft into service. Training was an essential part of these projects – carefully planned, well-documented and highly controlled to ensure safety. Structure, process and precision were non-negotiable.
When I transitioned into corporate learning roles, I carried this same mindset. Whether managing a national training program for telecommunications or setting up a Technical Academy in Supply Chain at Coca-Cola Amatil (CCA), I relied on structured programs to build skills. At CCA, I was introduced to the 70:20:10 framework, which encouraged a broader view of learning – blending experience, exposure, and education. But even then, my approach was still anchored in control and structure.
The real shift in my thinking came unexpectedly. In 2014 I attended a conference where a speaker asked who was using Twitter for professional development. The speaker challenged us to dive in, describing it as a powerful tool for learning. I’d heard similar advice before, but this time I acted on it. I asked for help, enrolled in Jane Hart’s Social Learning Practitioner Program, and started experimenting. Within weeks, my world expanded. I connected with L&D professionals worldwide -some at the cutting edge of practice, others, like me, exploring new approaches. I discovered workplace learning wasn’t just about structured programs, even those that ‘blended’ experience and exposure with education. People learned by solving problems, collaborating and accessing support as they worked.
The more I engaged, the more I saw that my structured mindset was limiting me – and, by extension, the teams I supported.
That experience fundamentally changed how I saw learning. It wasn’t just about structured programs anymore – it was about creating environments where people could learn naturally, effectively and continuously. This shift opened new possibilities, not just for me but for how I could help organisations think differently about L&D.
Shifting Your Thinking is Essential in L&D Today
The need for new thinking in L&D isn’t just a nice-to-have – it’s critical for survival. While work and AI are transforming how people access knowledge and support, many L&D teams are still operating with a ‘courses and content’ mindset.
Here’s one example of the real opportunity: instead of dishing up courses and content for every new system or skill, what if L&D started equipping and enabling people to learn more independently, even as they work. AI-driven performance support is the new game-changer. At HSBC, for instance, they’ve implemented an AI coaching bot that helps contact centre staff practice customer conversations across 150+ scenarios. That’s a radical shift from training, but one that has delivered real results.1
How to Recognise When Your Thinking is Stuck
Sometimes the hardest part is recognising when your thinking is holding you back. Here are some signals to watch for:
Reflection Reveals Patterns
In my field notebook, I reflect on what I observe in my work with L&D teams. This helps me uncover and challenge my underlying thinking patterns.
Language Signals Change Needed
When you catch yourself saying or thinking things like “that’s not how we do things here” or “we’ve tried that before” or “but it worked last time,” pause. These phrases often mask opportunities for a shift in thinking and innovation.
Physical Response Matters
That knot in your stomach when someone suggests a new approach? It’s worth exploring. Our bodies often recognise the need for change before our minds catch up.
Results Flag the Truth
If you’re working harder but seeing less impact, like Kate in the example below, it’s time to examine your thinking patterns.
A Shift in Stakeholder Engagement
Kate was the first learning hire at a fast-growing SaaS company. Despite her extensive consulting background, she found herself stuck in a reactive cycle, creating content on demand without driving real impact. “I was working more and more,” she recalls, “but achieving less and less.”
As I mentored Kate I saw her recognise that she needed to move beyond taking training requests to having strategic conversations about business goals and performance challenges. She expanded her engagement to multiple organisational levels, from business leaders to the broader workforce, to better understand both business and diverse individual needs.
The result? Within a year, her team grew from two to six people. They launched successful initiatives like bi-weekly skill-up sessions led by internal experts and running a hackathon. Most importantly, her team’s language shifted from “What content should we create?” to “How will this help people perform better in their roles?”
Shifting Your Thinking as an Individual
Once you recognise where your thinking may be limiting you, try the following to shift it:
Ask Better Questions
Instead of “What training do we need?” try:
- “What problem are we really trying to solve?”
- “How do high performers already achieve this?”
- “What if training wasn’t an option?”
Experiment with New Perspectives
Start small—try one new approach before making major changes, or even a thought experiment.
Seek Different Viewpoints
Engage with people who challenge your thinking through podcasts, professional communities and cross-industry conversations.
Shifting Thinking as an L&D Team
Thinking shifts aren’t just individual – they can drive organisational change. One L&D team I supported with a learning strategy refresh in 2024 had their initial research gap analysis reveal a strong ‘training first’ mindset. This was reinforced by a funding model pushed them toward formal qualifications.
To challenge this, I ran a session on thinking habits, drawing upon the research of industry colleague Laura Overton,2 asking “What thinking habits might serve you better as you shape your learning strategy?”
They chose to focus on being ’empathic explorers’ – being curious and open to explore how people actually improve their performance outside of courses. Over six months, they:
- Recognised and challenged their old language and assumptions
- Identified new ways of supporting learning in the flow of work
- Shifted their strategy to experiment with different approaches
As a result of their shift in thinking their entire learning strategy has evolved to enable continuous workplace learning.
Open Up New Possibilities
Shifting your thinking is about expanding your perspective to embrace new possibilities. Start small:
1. Keep a field notebook of workplace observations – what’s working, what isn’t, and why you think that is.
2. Build a daily reflection pause – even five minutes to ask “what am I thinking?” and “why do I think that?” Do this on your own or with a colleague.
3. Expose yourself to different perspectives through industry podcasts, peer conversations or experimental projects.
Remember, feeling overwhelmed is normal. Start with one small shift in thinking and experiment with it. The key is to pause, reflect, and be willing to see things differently.
What assumption about learning and development are you ready to challenge? Share your thoughts and experiences on my LinkedIn post . I’d love to hear about your journey in shifting thinking and opening up new possibilities.
Want to explore this further? Reach out via LinkedIn DM or book a call using this link to discuss how you might shift your thinking or that of your L&D team.
[1] Explore this initiative in Learning Uncut podcast 149: Improving performance with an AI coaching bot — Dan Redman
[2] 5 new thinking habits for a Smarter, Stronger L&D by Laura Overton
