Both approaches have strengths that can be combined to produce learning solutions that achieve both organizational objectives and individual development at the same time.
by Site Staff
February 28, 2010
<p>In the learning debate today, formal and informal learning are often pitted against each other. Proponents of informal learning often criticize the lack of relational interaction and individual control associated with formal programs. But skeptics often criticize informal learning for wasting organizational resources, arguing that formal learning structures are the only way to assure measurable compliance with organizational learning needs. </p><p>The truth is that both approaches have strengths that can be combined to produce learning solutions that achieve both organizational objectives and individual development at the same time. One way to achieve this is through various types of mentoring relationships in an enterprise mentoring system.</p> <p><strong>Self-Directed Mentoring</strong></p> <p>Many organizations invest heavily in formal high-potential programs to develop their next generation of senior leaders. Most try to integrate elements of informal learning into the process through mentoring or peer learning in cohorts. To give high potentials more freedom and flexibility in choosing who their mentors are — and how many they have — some organizations are moving away from traditional, assigned, one-to-one mentoring relationships. </p> <p>For example, mentees might have several concurrent mentors to meet different developmental objectives, or they could have a few sequential mentors over the course of a year to help them reach various milestones. With this informal, self-directed approach, more cross-silo relationships form and facilitate the creative melding of disparate knowledge while broadening relational networks. Some organizations also encourage high potentials to be mentors themselves so they can develop the essential leadership competency. This approach to mentoring also enhances personal initiative and personal investment in the process. </p> <p><strong>Group Mentoring</strong></p> <p>Organizations still invest most of their learning dollars in classroom training and e-learning solutions. Yet a growing number are expending more resources on group mentoring experiences because they combine some of the intentional learning qualities of training with the collaborative learning experiences of mentoring. </p> <p>Organizations are using group mentoring as a substitute for or an enhancement to such traditional training subjects as project management and change management for leaders. For example, organizations could use group mentoring to help new managers learn a valuable skill: how to have difficult conversations with direct reports. Instead of adding a few slides to the new manager orientation or developing an e-learning module, they could hold group mentoring events — both distance and face to face — led by experienced managers. Formal content would be taught and discussed, but participants would plan and practice the real discussions they need to have with their direct reports. These experiences would then be debriefed in the group as part of the collaborative learning experience, providing participants with practical and actionable feedback. </p> <p><strong>Situational Mentoring</strong></p> <p>Most organizations are evaluating the use of social networking software as a way to increase informal learning and cross-departmental collaboration. The concern many leaders have is that people will use it like they do their social networking sites at home: to share pictures and engage in meaningless banter that is fun but not particularly focused on learning. </p> <p>In contrast, situational mentoring enables mentees to recruit a team of advisers who can collaborate with them on whatever high-impact issue they’re facing. It combines the power of relational networking with the focus of an intentional learning experience. Ongoing, open learning dialogues can take place, as can one-to-one relationships that broaden or deepen the learning. </p> <p>Whether trying to formalize informal learning or make formal programs more relational and organic, blending the two through various types of mentoring relationships can create a well-rounded solution that builds off the strengths of each approach.</p>