La Vie en Rose, does seeing ‘life in pink’ matter?

by | Sep 23, 2019 | Articles, Featured, General

It is claimed that soldiers in the US civil war were prescribed glasses with coloured lenses with the intention to treat disorders such as depression. Supposedly this practice gave rise to the phrase, “see the world through rose-coloured glasses”, which refers to individuals who hold a positive outlook on life. According to Frontiers, a leading open access publisher and open science platform, the use of colour-tinted lenses can introduce profound effects into how we process visual information. Evidence suggests that colour-tinted lenses can also influence how humans respond to emotional events.

Regardless of it’s origin, colour is an important feature of the visual world, which the brain is highly selective of. It allows us to recognise objects, facilitates visual memory and can also exert a strong influence on physiology.

Learning can be defined in many ways, but most psychologists would agree that it is a relatively permanent change in behaviour that results from experience. The three major types of learning described by behavioural psychology are; classical conditioning, operant conditioning and observational learning. In order for learning to stick and becomes the new normal, all three types require self-driven will. Therefore, how people view the world through their lens matters. It’s unlikely people would even be conscious of this, but it will either help or hinder the likelihood of success.

We often get feedback that people do not have the time to learn, this is not the case. Time is a surface excuse and not the real root cause of the issue. People are investing more of their own time and money in learning to improve their career opportunities. They are excited by the variety of learning now freely available at the touch of a button, and their expectations are higher. When we dig deeper into the root cause of ‘not having time’, the majority of people say that not being consulted matters. They say it’s not time, it’s value. They do not value what’s on offer as part of their corporate learning portfolio because their perception is, it’s not easily accessible, relevant to their need or they don’t believe their effort will be recognised or rewarded.

There is an art to creating a learning culture where people can develop at the pace and scale required to keep up with the organisational plan. Corporate learning is crying out for future focused experts who can lead change but trying to create human-centric learning ecosystems without understanding people’s preferences is pointless. Although L&D believe they understand their audience, our evidence suggests otherwise. Their current use of transactional data and insight only leads to the same issues when trying to measure impact. This type of data is not valuable in this context and will not help to create transformational success or behavioural change. Our insights show that L&D’s views are extremely disconnected because they are looking through the wrong lens. For example, only 16% of L&D professionals believe that their people engage in online learning without prompting but 74% of learners say they are happy to utilise online learning without prompting.

On average, 31% of the workforce are on the move, so keeping up with people’s preferences is complex and challenging. Those building credible evidence to keep up are increasing agility and their ability to adapt. Evidence is allowing them to connect with their people more, uncover their relevant lenses, explore what they need and why they want to consume learning in a particular way, leveraging and empowering people to thrive.

In the last 7 years, learning innovation has consistently delivered only around 9% improvement in outcomes leading to growth, productivity, profitability and transformation. In investigating why, our research has uncovered that organisations that fail to gather the right data and build evidence are seriously falling behind. It’s no longer viable or beneficial to make assumptions about what we think people need, in fact it’s risky and our insights show it’s L&D’s biggest blind spot.

Today, only 19% of organisations are proactive in understanding how their people currently learn what they need for their job and only 21% involve users in the design of the most appropriate learning approach. What is even more concerning is that our analytics also show that both of these important opportunities have been declining significantly over the last few years even though they do not require big budgets or big data to execute.

As you can see from the visual below, High Performing Learning Cultures are winning the race when it comes to building consumer-learner value, with 100% using evidence to achieve the desired outcome. Their edge comes from gathering the right evidence at the right time, for the desired outcome. They start with the end in mind.


Our clients are making more informed investments because we equip them to see the world through the eyes of their consumer-learners and uncover their own blind spots. We’ve done all the hard work for them, so they can help benchmark their practices and principles against the top performing organisations. We don’t just give them data, we teach them how to use it, so they can analyse the critical evidence and use it to their advantage, saving time, cost and resources. Let us help you learn to leap, contact us for more Information on our Learner Intelligence.

Compare your L&D strategy with the Towards Maturity Learning Health Check

Compare your L&D strategy

Review your L&D strategy to discover your strengths and opportunities for improvement with the Towards Maturity Learning Health Check.

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