3. Teams as a context for learning...
A natural and necessary context for learning.
As social beings, learning from each other, and each other’s mistakes is inherently natural. Something we do from birth.
Whilst teams are a rich source of learning they also carry the potential for interpersonal risk. In the best learning environments leaders deliberately foster psychological safety – expecting and encouraging people to experiment and learn quickly from mistakes, share knowledge, tackle issues, encourage critique, challenge and contention.
“If people do not feel safe, they cannot learn. If people do not feel safe, they will never have a sense of belonging or engagement. If people do not feel safe, they will shut down and will not achieve results”.
(Sanders, Training Industry 2021)
Shifting nature of ‘team’
The notion of ‘team’ has become increasingly fluid. Work teams form and re-form frequently. People are often members of several teams at once – functional teams, project teams, product development teams, problem- solving teams, client-focused teams, geographic teams, special interest teams.
The dynamic nature of today’s teams, including learning teams, is well captured by the concept of teaming. A verb rather than a noun. A capability more than a formal structure. An art more than a science.
Agile teams learn constantly, in the flow of work. There is an expectation of continuous learning with members willing and able to stretch out of their comfort zones. They are encouraged to try new things by their managers, supported to try new things by their organisation, and have the capacity to make sense of what they have learned.
Teams also come together specifically for learning. Most organisations now have some form of group coaching, cohort networks, peer exchange, learning sets and learning communities. Whilst learning teams are now new, recent advances in technology have undoubtedly accelerated their scale and scope. Virtual events and hybrid learning journeys have increased exponentially since 2020.
A critical team leader capability
Fostering psychologically safety in this dynamic and shifting context is a key capability for any team leader, however long the team exists. Like any capability, leaders need to:
- Get that psychological safety matters – to them, their team, their manager, their organisation
- Feel safe enough themselves – to be role models and champions
- Have the know-how – skills, experience, confidence
- Translate thoughts into practice – knowing only takes you so far
Fortunately, there are some well-researched strategies that team leaders can draw on.
“Teaming is the art of communicating and coordinating with people across boundaries of all kinds – expertise, status, and distance, to name the most important.” (Edmondson, 2019)