If informal learning constitutes an important way in which we learn, adapt and grow, it is important to be able to describe when, where, and how such learning occurs. Only then can we determine how the organization might provide or improve an enabling environment.

Question: Why were you looking at their data? Answer: Just out of interest to see.

What are the learning habits that we perform on a regular basis to stay current? As professionals, we organize our personal learning habits in different ways that reflect our interests, personalities, and career paths. We rely on a variety of information sources, engage in reading, attend seminars and conferences, or take MOOCs or other online courses. And, of course, we connect with others.

What do we do when we are confronted with a problem?  Problem solving begins when we encounter a new experience. We do this out of necessity, but also because we enjoy it. We also need to be able to solve problems fast. We develop our ability and willingness (including on a political level) to identify, analyze, and solve problems. We accept that tackling problems is painful.

Learning that is embedded into work resolves the dilemmas of (formal) learning that requires stopping work. What we learn as we work, we learn in order to apply, and such a learning process does not usually require dedicated resources.

How much of what we learn is through informal and incidental learning? When asked to reflect on where we learned (and continue to learn) what we need to do our work, we collectively come to an even split between our formal qualifications, our peers, and experience. As interaction with peers is gained in the workplace, roughly two-thirds of our capabilities can be attributed to learning in work.

Stopping work to learn remains the ideal. After all, many of us carry the memory of residential higher education as a powerful moment of personal growth, at the end of our teenage years and prior to entry into the workforce. Formal learning in the present includes both in-service workshops and trainings as well as various forms of continued professional development (CPD) offered by training providers and higher education institutions.

This morning, I’m looking forward to the London launch event for Save The Children’s Humanitarian Leadership Academy, touted by the Guardian as the “world’s first academy for humanitarian relief” that “may revolutionize” the sector.

We live in a “workshop culture”. On the one hand, it is costly and exclusionary. Few can afford to travel, and the organization finds it more difficult to afford and justify the expense of moving bodies and materials to meet. Its outcomes are difficult to clearly identify, much less measure. They often contribute to communication overhead.

We recognize that large-scale, complex emergencies have a dramatic impact on many aspects of our work, including what and how we learn. Some may feel, based on experience, that emergencies kill learning habits. We put everything on hold – including the things we do to stay current – to focus on the emergency response.

Applicability is the brick wall of formal training approaches. Not only do we first have to stop work to attend a training, but once the training is completed, the challenge is then to figure out how to apply what we learned to daily work. It is estimated that, on the average, applicability of a well-designed workshop using the best participatory methods (such as simulations, dialogue, problem-solving, etc.) is around ten percent.