In the age of intelligent machines, HPC’s Kevin Hannigan explores the importance of adopting a human-centred approach to learning that puts people development and growth first.
In a world transformed by intelligent technologies, how we approach learning is undergoing seismic shifts. Automation and AI are reshaping not just what we learn but how we learn, presenting both unprecedented opportunities and critical challenges. At this pivotal moment, it is essential to adopt a human-centred approach to learning—one that places people, their growth, and their ability to thrive at the heart of organisational strategy.
Peter Senge’s seminal work, The Fifth Discipline: The Art & Practice of The Learning Organization, provides a timeless framework to guide us in this endeavour. Senge’s concept of a learning organisation remains profoundly relevant. As intelligent machines increasingly permeate our workplaces, the principles articulated in the The Fifth Discipline can help us move from distributing knowledge to designing learning that reflects how humans learn best.
Reframing Learning in the Era of AI
While AI excels at processing information and delivering precise, targeted training, it lacks the nuance to foster the deeper connections and adaptive thinking that humans require. The challenge is not just to disseminate information but to ask, “How should people learn?”
We know from decades of research that humans thrive on experiential, collaborative, and contextual learning. Unlike machines, we are driven by curiosity, reflection, and social interaction. To leverage this, organisations must shift their focus from delivering training to creating ecosystems where people can actively engage, explore, and develop skills that resonate beyond automation.
This formula does not apply to all learning that takes place in an organisation. There remains a strong case for utilising technology, and particularly AI, for simple information and skills. “Learning in the flow of work” as envisaged by Josh Bersin can be brought to life far more effectively through the targeted use of AI.
However, for more complex skills, for sense-making activities and building connection, we need to think again about how people learn. To do this, we can explore some of the principles that Senge believed were at the heart of the “Learning Organisation”.
Personal Mastery: The Foundation of Human Learning
Senge highlights personal mastery as the cornerstone of the learning organisation. It’s about fostering a culture of continual self-improvement, where individuals take ownership of their growth. In a human-centred approach, this means providing learners with opportunities to:
Learn through Practice: Whether it’s role-play, simulations, or hands-on projects, embedding practical experiences ensures knowledge is internalised.
Reflect and Adapt: Building in reflection time helps learners make sense of their experiences, connect theory with practice, and develop critical thinking.
Set Learning Goals: Encouraging individuals to align learning with their personal aspirations ensures that growth is meaningful and self-directed.
Team Learning: Harnessing Collective Intelligence
Machines process data individually, but humans flourish when learning collaboratively. Senge’s principle of team learning is particularly vital in our interconnected workplaces. Organisations can foster this by:
Creating Safe Spaces for Dialogue: Environments where teams can question assumptions, share perspectives, and build shared understanding promote innovative problem-solving.
Fostering Peer Learning: Collaborative projects and mentoring networks enable employees to learn from one another, leveraging diverse skills and experiences.
Embedding Social Technologies: Intelligent platforms that facilitate team collaboration and real-time feedback can complement human learning without overshadowing it.
Mental Models: Challenging Assumptions
To adopt a human-centred approach, organisations must help learners identify and challenge these assumptions. Encourage:
Exploration of New Perspectives: Use storytelling and case studies to expose learners to diverse viewpoints and complex scenarios.
Critical Thinking Exercises: Empower individuals to question the status quo, evaluate evidence, and make ethical decisions.
Adaptive Learning Pathways: Tailored experiences that evolve with the learner’s growth encourage flexible, open-minded thinking.
Balancing Technology with Humanity
Finally, while technology plays a crucial role in advancing learning, it is a tool —not a substitute —for human growth. The most effective organisations will integrate AI to enhance, not replace, human-centred learning. For example:
AI as a Coach: Intelligent systems can provide personalized feedback and recommendations, freeing up mentors to focus on deeper, relationship-driven guidance.
Insights from Data: AI can help identify learning trends and gaps, allowing L&D teams to target the most critical issues.
AI as Prompt: In complex environments, AI can guide and prompt individuals through the process, reducing time spent learning complex procedures and minimising the risk of error.
From Distribution to Discovery
Moving forward, the question is no longer about how we distribute learning but how we create opportunities for discovery. As intelligent technologies reshape our world, the value of human skills—connection, creativity, critical thinking—will only grow. By embracing Senge’s principles of the learning organisation and designing learning experiences that align with the way humans learn, we can ensure that our workforce is not only prepared for the future but inspired to shape it.
In this era of transformation, the most powerful investment we can make is in human potential. By fostering environments that support meaningful learning, we will empower individuals to thrive in a world where machines are intelligent, but our essential humanity remains.
Kevin Hannigan – HPC
Kevin leads the Learning and Talent Consulting offering and is also a Client Director at HPC. He works with clients to develop, deliver and evaluate bespoke solutions that drive performance across their business.
He is a highly skilled consultant and facilitator with a wealth of experience in designing the systems and processes that support effective learning, measurement and talent development.
Before joining HPC in 2013, Kevin was head of learning and development for Matheson, Ireland’s largest law firm and for C&C Ireland.
kevin.hannigan@wearehpc.com
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