I recently had the opportunity to participate in a day-long Learning Summit designed to introduce and explore peer learning, a practice being adopted more and more by businesses.  The Summit introduced participants to two peer coaching group models/methods used by organizations such as American Express, GAP Foundation, Goodwill Industries International, Microsoft and others.

Peer learning – also called peer-to-peer learning or peer coaching groups – consists of structured small group settings of 5-7 individuals with similar/shared values, priorities, challenges, generational concerns, etc. The experience, knowledge and wisdom of each group member is valued and used to support and promote learning.  The sessions begin with some training about group processes, getting coached and coaching others, then consist of regular meetings every 3-4 weeks with each meeting no more than two hours long.

At each meeting, one or more employees share a challenge without fear of criticism, receive real time feedback, and learn from others in the group.  The process, and the use of groups, creates an informal setting with a formalized structure for inclusive brainstorming and leads to suggestions and ideas taken from real life experiences and different perspectives of those in the group.  In essence, employees come together to help one another move toward an organizational and/or personal goal.

Regardless of the peer learning model selected, employees participating in the group sessions learn and use active listening and questioning skills, self-reflection and empathy to guide each other to a resolution, deeper understanding, or action needed on a particular issue or challenge.  These are the same skills and competencies used to create a coaching culture, rather than a traditional top-down management structure, and which engage two-way conversation, stimulate active problem solving and reinforce creative collaboration.

Peer learning programs were cited as improving skills related to personal, management and leadership development and team building, as well as increasing organizational effectiveness. Peer learning is currently being used by companies to:

  • Provide coaching for continued skill development
  • Reinforce investment in training
  • Expand leadership development
  • Strengthen support groups
  • Facilitate cultural change
  • Improve networking and collaboration
  • Enhance problem solving

There are different models for peer-to-peer learning, but whichever model an organization chooses to incorporate, there should be fundamental practices employees can expect from their participation.

As with any cultural commitment, establishing a culture that encourages peer leaning must begin at the top.  It starts with embracing and committing to the idea in the organization’s mission, vision and practice, as well as creating the time, space, and opportunities for your employees to share, learn and grow.  Then, the magic will happen!