How to build a learning culture and not a compliance culture
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Building a learning culture instead of a compliance culture means shifting from rule-following and control-based motivation to curiosity, growth, and continuous improvement.
First of all, lets consider the differences.
A compliance culture focuses on rules and control as opposed to growth, exploration, and trust. People do things because they have to, and not what they want to. A compliance culture is also a top-down knowledge flow as opposed to encouraging bottom-up feedback and ideas.
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Leaders should admit mistakes, ask questions, and share what they are learning. Similarly, avoid portraying perfection—show that learning is ongoing. Celebrate learning efforts, not just successful outcomes.
There has to be a shift from blame to reflection…after event reviews to reflect on outcomes without blame. A need to encourage teams to ask, “What did we learn…what would we try differently next time”?
There needs to be “Psychological Safety.” Make it safe for employees to speak up, ask questions, and challenge the status quo. Leaders have to respond supportively, even when ideas fail.
A large part is investing in personal development by providing access to learning resources (courses, coaching, job rotations). This should include personal learning goals alongside performance goals. The use of external trainers is important bringing fresh perspectives that sparks new thinking and with guidance to “self-directed” learning.
Learning feedback should be a part of daily work, through internal discussions, and the celebration of success stories.
Highlight knowledge sharing through internal talks, or communities of practice. Make learning visible across the organisation.
Finally, always remember…avoid “What rule did you break?” and use “what did you discover?” or “what could we learn from this?”
“We complain that learners want to be spoon-fed, but then we won’t let them hold the spoon.”
Jane Bozarth
