Development as normal practice.
WHAT MAKES DEVELOPMENT CONTINUOUS
It is part of how work is done, not an event.
WHAT THAT LOOKS LIKE
People shown things as they arise Mistakes treated as material to learn from Questions welcomed Knowledge shared rather than held Time allowed for improvement
WHY MISTAKES MATTER MOST
They are the richest learning available, and they are usually wasted on blame.
WHAT TO ESTABLISH
That errors are discussed openly, for what they reveal.
WHAT TO AVOID
Punishing honest error.
WHY
It ends reporting, and the learning with it.
WHAT TO DISTINGUISH
Error from disregard.
WHAT SIMPLE PRACTICES HELP
Brief reviews after significant work People explaining to each other what they learned Rotating tasks so people learn more Someone new observing an experienced person periodically
WHY ROTATION
It builds capability and it removes single points of failure.
WHAT TO ESTABLISH
That teaching others is valued and recognised.
WHY
It is otherwise seen as a distraction from real work.
WHAT MANAGERS SHOULD DO
Ask what people learned Share what they learned Admit what they do not know
WHY THAT LAST POINT
It makes it safe for everyone else.
WHAT TO RESIST
Making development a formal programme nobody sustains.
WHAT TO PREFER
Small consistent practice.
WHAT TO MEASURE
Whether capability is actually broadening.
