Processing capacity refers to the ability of individuals to have the time and space to deal with information. Learning requires processing capacity too. Without it, individuals are likely to conclude, rationally, that there just isn’t time for learning in the organisation.
Where processing overload is a significant impediment to learning, relational trust issues will often exist too. Team members frequently attribute the causes of processing overload to the perceived failings of their leaders. As one frustrated, overloaded and very definitely closed-to-learning individual put it: ‘The problem in our place is that management haven’t got a clue what they’re doing. That’s why we’re always firefighting.’
To draw out the key messages from our new book, we’ve put together a series of videos to highlight each of them.