Each of us deserves the empowerment of the Hedgehog Principle; to do what we are good at – to do what we love – and to make a living doing both of those things.
We also deserve the opportunities of a Continuous Improvement Mindset; to journey towards a growth mindset – to have space for reflection – to have our strengths flourish – and to engage in sharing that promotes systems perspective.
Instead? We are overloaded and working with overwhelmed teams, coworkers, and bosses. We are in splintered groups across a company that doesn’t coordinate well. The overarching mindset is one of survival.
A Hedgehog, as we define it, represents individuals pursuing self-awareness and mindfulness. These Hedgehog minded people reflect the confluence of the Hedgehog Principle (talent, desire, economic viability) and the journey of their Continuous Improvement Mindset (growth mindset, reflection oriented, strength awareness, systems perspective).
The Hedgehog Concept is the discovery for the space of passion, talent, and economic viability. We each deserve the empowerment of doing what we love – doing what we’re good at – and being able to make a living while doing so. In going from good to great, Jim Collins’ focus is not about becoming the best; it is about understanding what one is best at.
That realisation is what rockets a company, a team, an individual from comparative spiraling to certain knowledge, groundedness, and intention. The Continuous Improvement Mindset, or Growth Mindset, is a journey of developing a learning culture.
Gino and Staats reported in the Harvard Business Review the four main impediments that prevent a company to maximise their competitive edge. These impediments revolve around the engagement biases of a fixed mindset, reactionary decisions, conforming behaviour, and hero ego.
The method that sustainably fuses the Hedgehog Concept and Learning Mindset, making continuous improvement a way of being, is called Microlearning. An excellent microlearning solutions company, Axonify, explains the concepts and purpose of microlearning well. This is a popular way to make learning easier on memory, ensure relevance for learners, and be cheaper and faster to pivot content. And … it’s not enough.
It’s not about simply making content easier to acquire and apply. That’s just a better way to perform training. It can keep the status quo, even improve retention and effectiveness, but how long do organisations last without the ingrained learning culture before splintering, cracking, and finally shattering? The best content and best plans are in the shadows of what a robust learning culture gives an organisation.
Therefore, we take the microlearning aspect of acquiring knowledge, whether that be an observation, a need, a problem to solve, or a skill to learn, and build on that. Our transformation and habit-building model is based on decades of learning and change theory, which is described below.
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This is classic microlearning where you learn one very focused concept in a short focused burst. Our application and differentiator: we systemise the learning to scaffold across a specific problem so that habit change can build up across time and practice.
The learning paradigm of Social Cognitivism is focused on interaction and observation in social contexts. This orientation of learning is ripe for the practice of experimentation in order to learn new roles and behaviours, as seen in Bandura’s social learning theory. Our application and differentiator: we recommend types of experiments to consider for each concept for the learner to explore and build on what he or she already is familiar with.
The learning paradigm of Constructivism is literally the construction of meaning based on experience. Outcomes of this orientation have included Kolb’s experiential learning model, Mezirow’s transformational learning model, and Lave and Wenger’s communities of practice, to name a few. To truly gain the knowledge learned from experience means that we must have the capacity for reflection in both individual and social settings. Our application and differentiator: we provide a consistent model to reflect on the cognitive and emotional lens of what was learned, as well as what action steps are needed to continue building towards the desired habit change.
The power of stories is unparalleled. The knowledge acquisition, the experimentation to build new perspectives, the reflective time to gain new insights … all are valuable in their own right, but when we share the stories with each other, both the learning paradigms of Constructivism and Social Cognitivism really comes to fruition, and this is the neurological reason that this piece is where the transformation and habit change actually takes place. Our application and differentiator: we provide group facilitation to ensure the unique perspectives are acknowledged, appreciated, and then valued. Going through these steps moves one’s personal insights to a bigger picture that catalyses the journey of growth mindset and transformation in how we think.