1. An organization should emphasize not knowing something is a chance to grow rather than a weakness. In other words, ditch the hell of Theory X and highlight positive assumptions as in Theory Y. This way an individual is more likely to be more open and curious.
2. The organizational structures should support proactively finding out what is yet to be learned. This can mean anything from arranged sessions to planned time for learning implemented in the official work schedule.
3. The new knowledge should be shared. This is the last phase in turning the learning silos and the key to opening the learning blockage. An organization can encourage sharing e.g. by valuing extra time in the work schedule specifically for knowledge sharing.
A real-life example of License to Learn can be seen in how the Great place to work winner in 2018 and 2019 Nitor supports organizational learning. All employees are given a set number of days per year to use for proactive learning. If the learning experiment benefits at least one co-worker, it is called core-time and there will be more hours dedicated for it. Currently, Nitor is viewed as one of the top employers in Europe.
As we can see, the turning process itself starts from the top. In order to change the mindset of the whole organization, the ones in charge of the silos need to be behind the wheel. Additionally, the building process of a new identity around togetherness needs support just as any other project. But, when people are encouraged to dare to look into the unknown, find out more and share the findings, the organization starts to live and breathe the process. As the silos turn, learning moves organically and the organization has the ability to remain relevant in the changing world.