Intentionally Unintentional Learning

We usually associate learning with the young, the naïve, or newbies. As sophisticated adults or professionals, we tend to regard ourselves more as having learned rather than as learning. The truth, of course, is that maintaining sophistication or professionalism requires continuous, lifelong learning, including learning about learning itself.

Intentional learning entails deciding to learn about something specific. We read about diseases of houseplants to try to determine what's wrong with the schefflera; we practice telling a new joke to improve our delivery; or we take tennis lessons to elevate the strategic part of our game.

In this culture, intentional learning is highly valued. We hold in high esteem achievements such as degrees and certifications, and we grant or lend resources to help those pursuing those degrees and certifications. But while we do value intentional learning, that valuing is most specific, as evidenced by the specificity of the goals of these activities. Degree-granting institutions must themselves be accredited. And the marketing literature of most training programs includes sections titled "What Attendees Learn" or "Learning Objectives" or even "Measurable Outcomes."

Even so, it's likely that most learning is unintentional. We accidentally discover keyboard shortcuts in Outlook; a colleague relates tidbits of market intelligence that explain the CEO's latest announcement; we witness a miscommunication between two colleagues and resolve never to use that particular phrasing again ourselves.

Because unintentional learning is so productive, a natural question arises: What if we intentionally create opportunities for unintentional learning? Intentional learning without specific goals offers several advantages.

Prerequisites are less restrictive

Since the goals are non-specific, prerequisites for unintentional learning in a given field of knowledge relate more to the will and ability to learn than they do to specific capabilities in that field of knowledge. This enables the learner to explore more broadly than learners who use a more conventional goal-oriented approach.

The learning is less biased

The more specific our learning goals are, the less likely we are to acquire knowledge unrelated to those goals. And that unrelated knowledge can be more useful and beneficial than what we set out to learn in the first place. Just as goals provide direction and focus, they also bias the undertaking — that's how they provide focus. And just as there is a place for goal-oriented learning, there is a place for less-goal-oriented learning.

Spectacularly beneficial discontinuities are more likely

When we open When we open our minds to intentionally
unintentional learning, sudden, disruptive,
"aha's" become more likelyour minds to intentionally unintentional learning, sudden, disruptive, "aha's" become more likely. And these unexpected insights can be the sources of the spectacularly beneficial discontinuities that lead to life-altering choices in the personal domain, or disruptive innovations in the business domain.

As this day closes, perhaps you'll reflect on what you learned today. Maybe you'll notice some things that you didn't intend to learn when this day began. And tomorrow, maybe there will be even more.  Top    Next Issue

Love the work but not the job? Bad boss, long commute, troubling ethical questions, hateful colleague? This ebook looks at what we can do to get more out of life at work. It helps you get moving again! Read Go For It! Sometimes It's Easier If You Run, filled with tips and techniques for putting zing into your work life. Order Now!

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Appreciate Differences

In group problem solving, diversity of opinion and healthy, reasoned debate ensure that our conclusions take into account all the difficulties we can anticipate. Lock-step thinking — and limited debate — expose us to the risk of unanticipated risk.

The Shower Effect: Sudden Insights

Ever have a brilliant insight, a forehead-slapping moment? You think, "Now I get it!" or "Why didn't I think of this before?" What causes these moments? How can we make them happen sooner?

Making Meaning

When we see or hear the goings-on around us, we interpret them to make meaning and significance. Some interpretations are thoughtful, but most are almost instantaneous. Since the instantaneous ones are sometimes goofy or dangerous, here's a look at how we make interpretations.

This Is the Only Job

You have a job. Even though you liked it once, those days are long past, and a return is improbable. If you could, you'd hop to another job immediately, but economic conditions in your field make that unlikely. How can you deal with this misery?

Indicators of Lock-In: I

In group decision-making, lock-in occurs when the group persists in adhering to its chosen course even though superior alternatives exist. Lock-in can be disastrous for problem-solving organizations. What are some common indicators of lock-in?

See also Personal, Team, and Organizational Effectiveness and Problem Solving and Creativity for more related articles.

Forthcoming issues of Point Lookout

Coming February 3: Cost Concerns: Scale

When we consider the costs of problem solutions too early in the problem-solving process, the results of comparing alternatives might be unreliable. Deferring cost concerns until we fully understand the problem can yield more options and better decisions. Available here and by RSS on February 3.

And on February 10: Remote Hires: Communications

When knowledge-oriented organizations hire remote workers, success is limited by the communications facilities they provide. Remote hires need phones, computers, email, text, video, calendars, and more. Communications infrastructure drives productivity. Available here and by RSS on February 10.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenhZLYrRMtUnyjppRsner@ChacotqZAFalhYTBMgJWoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Power Affect: How We Express Our Personal Power

Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision-makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision-makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.