學習力就是戰鬥力
學得一技之長便能高枕無憂的時代已經結束。無論企業或個人，面對這個快速變化的世界，惟有持續學習及提升專業技能，才能持續擁有可供交易的籌碼。
| 獲取知識最好的方法是從做中學 |
大多數的知識管理計畫在嘗試將知識轉化成行動的過程中，多半會產生3項重大的問題：
1 這些知識管理計畫是由技術人員所設計，這些人對於執行上各項作業輕重緩急的概念不足，或甚至毫無概念。因此，他們對所有事都一視同仁，但在現實生活中，某些知識的確比其他知識來得珍貴許多。
2 知識管理的科技總是把知識當作有形、明確的事物來處理，因此內隱知識就很有可能遭到完全忽視。
3 若是把這兩種型式的知識從公司經營的根本理念中畫分開來，知識可能就喪失了意義，或者被斷章取義。出現這種狀況時，組織會知道該去做哪些事，卻不知道理由是什麼。
實際動手做的經驗可以克服所有這些問題。既然每個人都是從實作中學到知識，就能更深入了解實際作業裡會牽涉到的相關細節。從做中學的過程中，可以明顯縮小知行之間的落差。事實上，如果每個人都積極地從實作中學習，那麼整個組織就完全不會有所謂的知行落差了。
| 讓學習成為明確優勢 |
職場學習是很棒的事情。但要實現職場學習，你必須先有適當的文化。很多公司深諳此道，並且努力在企業文化植入鼓勵員工學習的信號。例如：
■ 蘋果將10%的零售店面員工派遣到世界各地其他店面，提供學習機會。
■ 星巴克為每周至少工作20小時以上的員工支付全額學費，讓他們能獲得亞利桑那州立大學的學位。
■ 英國保險公司英傑華集團成立「數位車庫」學習小組，專門負責公司內部的訓練和學習機會。
因為每家公司的文化豐富多樣，想要打造重視學習和鼓勵學習的文化，沒有任何簡單的步驟可循。但如果公司執行長或其他資深領導人支持學習，員工對於持續進行學習就比較可能抱持積極正面的想法。
你也必須提供員工學習的動力，讓他們為自己的職業生涯發展負責。昇陽電腦的「放手一搏、盡情享受」座右銘和高度合作的文化很有名。昇陽的文化成為傳奇，許多昇陽電腦的領導人後來成立自己的公司，或成為矽谷多家重量級公司的執行長。
| 從每次危機中學習 |
危機在領導和生活中是不可避免的，而且總是在最意想不到的時候出現。儘管充滿挑戰，每次危機卻都能提供寶貴教訓。危機可以展現韌性，突顯預防措施的價值，並培養應對未來危機的能力和準備。
在2016年準備離開百勝餐飲集團時，大衛．諾瓦克同時面臨多重挑戰：安排離職事宜、拆分成立百勝中國、陪伴妻子溫蒂處理健康問題，以及思考自己的下一步計畫。一次與乳癌倖存者傑米．考特的偶遇，促使大衛去檢查身上一個存在已久的腫塊。儘管醫生最初不以為意，但在他的堅持下最終及早診斷出乳癌。
大衛將他的危機管理能力應用在癌症治療上：保持冷靜、尋求專家意見、做出明智決定，並專注於可控制的因素，特別是他的態度。這種方法是受到他在百勝餐飲集團處理危機的經驗，以及像百事可樂公司前執行長克雷格．威勒普等導師的影響，最終幫助他克服了這個挑戰。
危機總是揭示重要的教訓。誠實、透明和主動溝通是一定要的。主動學習者將危機視為成長的機會。透過擁抱危機、從中學習並應用這些教訓，主動學習者不但可以克服挑戰，還會變得更加強大。
| Knowing Comes Best From Doing |
Most knowledge management pro-grams tend to have three main problems when attempting to turn knowledge into action:
1 They are designed by technical people who have little or no feel for priorities in implementation. Therefore, everything gets treated equally—when in reality some forms of knowl-edge are far more valuable than others.
2 Knowledge management technology always treats and conceptualizes knowledge as tangible and explicit. Therefore, tacit knowledge tends to be ignored altogether.
3 By separating knowledge (in both forms) from an underlying philosophy, meaning and context can be lost. The organization will know what has to be done, but not why.
Handson experience overcomes all of these problems. Since everyone is learning by doing, they gain a better, more in-depth understanding of exactly what's involved. In this process, they also close the knowing-doing gap quite considerably. In fact, if everyone is actively learning by doing, there is no gap whatsoever between what the organization knows and what it does.
| Make Learning a Clear Advantage |
Workplace learning is great. To make it happen, you first need to get your culture right. Lots of companies get this and work hard to embed signals that encourage people to learn into their cultures. For example:
■ Apple sends 10 percent of its retail store employees to other stores around the world to provide learning opportunities.
■ Starbucks pays full tuition for employees who work 20 hours a week or more to get a degree from Arizona State University.
■ Aviva, a British insurance company, created a learning group called its "Digital Garage" to focus on in-house training and learning opportunities.
To build a culture which values learning and encourages it, there are no simple steps as every company's culture is multifaceted. If you have a CEO or another senior leader who will champion learning, it increases the odds employees will think positively about engaging in ongoing learning.
You also need to incentivize people to learn and to take charge of their own career development. Sun Microsystems was famous for having a highly collaborative culture with the motto "Kick butt and have fun". Sun's culture was legendary and many of Sun's leaders went on to start their own companies or to become CEOs at some of Silicon Valley's powerhouses.
| Learn from Every Crisis |
Crises are inevitable in leadership and life, usually surfacing when least expected. Each crisis, despite its challenges, provides valuable lessons. They can demonstrate resilience, highlight the value of preventive measures, and foster strength and preparedness for future crises.
Preparing to leave Yum! in 2016, David Novak juggled multiple challenges: shaping his departure, spinning off Yum! China, supporting his wife Wendy with her health issues, and contemplating his next steps. An encounter with Jamie Coulter, a breast cancer survivor, prompted David to check a persistent bump. Despite initial dismissals by doctors, his persistence led to a diagnosis of breast cancer.
David applied his crisis management skills to his cancer treatment: staying calm, seeking expert opinions, making informed decisions, and focusing on controllable factors, particularly his attitude. This approach, influenced by his learnings from crises at Yum! and mentors like Craig Weatherup, eventually helped him overcome the challenge.
Crises always reveal crucial lessons. Honesty, transparency, and proactive communication are essential. Active learners view crises as opportunities for growth. By embracing crises, learning from them, and applying those lessons, active learners can navigate challenges and emerge stronger.
推薦書單
NO.197 為知識搭起行動的橋樑
The Knowing-Doing Gap: How Smart Companies Turn Knowledge into Action
by 傑佛瑞．菲佛（Jeffrey Pfeffer）
NO.724 員工也要新課綱
The Expertise Economy: How the Smartest Companies Use Learning to Engage, Compete, and Succeed
by 凱莉．帕爾默（Kelly Palmer）、大衛．布拉克（David Blake）
NO.985 世界一流領導者27個學習習慣
How Leaders Learn: Master the Habits of the World's Most Successful People
by 大衛．諾瓦克（David Novak）
中文版：《執行長學習手記》（天下雜誌，2025）
