Dilip Mukerjea writes, in his new book, Learning How to Learn (still in the works, for this is a sneak preview):

THE CRUCIAL 21st CENTURY MANDATE FOR LEARNING AGILITY 

Learning agility is the X-factor that can propel individuals and organisations ahead in a VUCA world relentless threats, challenges, and opportunities. This characteristic applies to students, executives, and leaders in the domains of education, business, and governance. 

[The VUCA world refers to one that is volatile, uncertain, complex, and ambiguous]. 

Learning agility measures an individual’s learning ability and learning orientation to learn, unlearn, and relearn. Imagining a metaphorical dashboard, it indicates an individual’s learning preferences and drive towards excelling in continuously changing scenarios. 

The elements that would enable to shift, learn, and transform coalesce into the acronym CURE: cross-skilling, up-skilling, re-skilling, expert-skilling. 

Learning agility refers to the essential behavioral competencies that predispose an individual to learn new things faster than others. 

Learning orientation refers to crucial cognitive competencies that allow a person to learn quickly by identifying patterns, logical rules and data trends. 

Learning agility is a combination of skills that enables a person to learn, relearn and adapt to changing situations easily. It comprises both the ability and the attitude to learn, and is critical for nurturing a future-ready workforce that can adapt to changing work environment. 

Learning agility is not necessarily an academic skill, rather it encapsulates an individual’s ability and passion to quickly study a new problem and use their own learning process to gain deep understanding before making a decision. 

Korn Ferry encapsulates Learning Agility as the Organisational X-Factor. This phenomenon is sometimes described as “knowing what to do when you don’t know what to do”; it requires an open and receptive mindset. 

Those who demonstrate strong “learning agility” in the guise of mental agility often excel at being able to study, analyse, and understand new situations and new business problems. 

When an organisation and its staff members are agile, and inevitable changes and challenges occur, employees and work processes are less likely to become stressed, because this is a normal way of working. Korn Ferry research informs us that Learning agility encompasses five factors: 

Mental agility—embracing complexity, examining problems in unique ways, making fresh connections, and staying inquisitive. 

People agility—being open-minded toward others, enjoying interaction with diverse groups, bringing out the best in others. 

Change agility—willingness to lead transformation efforts, continuously exploring new options. 

Results agility—delivering results in tough situations, responding to challenge, inspiring others to achieve more than they thought possible. 

Self-awareness—being reflective, understanding strengths and weaknesses, seeking feedback and personal insight.