Nick, I’m not claiming this is an exhaustive list (e.g. no ‘reflection’), just trying to raise awareness that what we typically do formally is not well aligned with how people really learn, and that supporting some of these activities is the key to unlocking organizational innovation. And I don’t mean the typical top-down ‘manage’ these, but instead to provide a conducive environment and encourage them (if that’s subversive, consider me an agent provocateur!). I’d welcome hearing more about why you think getting awareness of natural learning isn’t helpful, it seems to me to be one of the major components in the transformation of organizational learning.

I am also uncertain that what you are trying to do here is not just to create a kind of ADDIE for informal learning, the list makes it palatable, makes it possible for your audience to see it, and sell it on, as manageable. But it might well be a chimera. Unfortunately, informal learning is NOT, by definition, manageable. And if your job desription has the word “manager” in it, then that idea is profoundly disturbing! It might be more appropriate to try to create contexts that wouldl nourish it, though that in itself might be highly subversive!. I would suggest that it is not a question of how it is presented: to achieve acceptance and adoption means transforming perapectives relating to the mind, knowledge and learning. A substantial challenge, as it involves reframing deep-seated understandings. As you say, getting the organisation’s mind around it. I am not sure a list of this kind will do that, or even whether it would be a helpful stage in that journey.

To crash while learning is important. I remember learning to cross-country ski as an adult and I fell a lot. I asked a friend of mine, who was on the Canadian biathlon team, if he crashed during training. He said yes, and that if he didn’t fall, he wasn’t trying hard enough.