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Against the backdrop of a concern that traditional notions of ‘training’ continue to influence workplace learning and development practice in many organizations, this paper contributes an alternative perspective as a means of engendering change and enhanced performance amongst individuals and across organizations. In discussing the relationships between organizational effectiveness, organization development and learning and development it constructs a ‘foundation for improvement’ based on three elements: knowledge, connections and conversation. Drawing on illustrative accounts of current L&D practice from one NHS Trust in the UK, the paper develops what this altered practice of development in a workplace context might look like. Thus, both a vision and a practice agenda, in terms of working differently with people in organizations, are outlined and provide a basis for how fellow practitioners might question and rethink their own L&D practice.

7 Rethinking the Practice of Workplace Learning and Development: Utilizing ‘Knowledge, Connections and Conversation’ in Organizations