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184                                           Power Up Your Mind



                            SIX REASONS IT PAYS TO LEARN


                                  There is, in fact, a robust, six-point business case for learning. It has
                                  six connected elements. Interestingly, the case is the same for both
                                  organizations and individuals although, obviously, the language you
                                  might express it in would be different.


                            1     Performance.  You  can  increase  productivity  and  improve  quality
                                  through learning, becoming faster and better. This applies equally
                                  in a business and a personal context.
                            2     Being  better  than  your  rivals.  In  an  age  where  human  capital  is  all
                                  important, learning may well be the only sustainable source of com-
                                  petitive advantage, just as in the last two centuries buildings and
                                  financial capital were critical. For a dot-com or a communications
                                  company this is easy to see. But, even in more conventional manu-
                                  facturing  businesses,  where  knowledge  of  customer  databases  is
                                  important, it is not difficult to see the importance of better infor-
                                  mation. For an individual, it has always been the case that learning,
                                  whether in the shape of qualifications or not, gives you the edge at
                                  work.
                            3     Knowledge as one of the outcomes of learning. As US academic Warren
                                  Bennis puts it: “The major challenge for leaders in the twenty-first
                                  century  will  be  how  to  release  the  brainpower  of  their  organiza-
                                  tions.”  In  practice,  this  involves  understanding  that  many  of  the
                                  things that individuals and organizations know remain at a tacit or
                                  implicit level too often. If they are going to be of any use, they have
                                  to become explicit and then be shared. So, for example, a team that
                                  has just completed a very demanding project will have gained com-
                                  petences in a range of areas, which, unless they are described and
                                  shared, will be of no use to the rest of the business. Or, at an indi-
                                  vidual level, you probably do not stop to think about how you drive
                                  a car until you have to help a son or daughter learn. Then you need
                                  to be able to explain your knowledge explicitly to be helpful in the
                                  passenger seat.
                                      There are at least three myths about knowledge management:
                                  that it is a new phenomenon, that it is mainly about computer sys-
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