The BANI world was described by Jamais Cascio, an American anthropologist and futurist. He coined the term in 2018 as a successor to the VUCA framework, using it to describe the world as Brittle, Anxious, Non-linear, and Incomprehensible.
I heard this term used a few weeks ago when I attended a presentation and presence skills workshop at RADA Business run by the frankly wonderful Lucinda Worlock.
We were looking at how we can show up when so much of what we do (and not just us in the room, all people) is affected by the changing external landscape of global events, so far out of our control that the very work we do can feel brittle, anxious, non-linear and incomprehensible. As a quick rundown, here’s what BANI means:
- Brittle: Systems may seem strong on the surface, but are fragile and can break suddenly.
- Anxious: People experience high levels of anxiety due to information overload and constant change.
- Non-linear: Cause and effect are not always clear, and small actions can have unpredictable, outsized impacts.
- Incomprehensible: The world is so complex that it’s difficult to understand and make sense of.
It stuck in my head. Over the last few weeks, I’ve been thinking about how L&D teams can provide solutions that land, are well designed, that people rave about, that can be measured for impact — you know, ones that work — when it feels like, at any moment, the world might turn on its head again. That people’s personal and professional needs and desires could do a 180. When there’s so much NOISE that it’s difficult to focus on anything except the thing that needs doing today.
I thought maybe we lean into it. Maybe we go, “OK, this is the world now, so let’s just go day by day, super agile, low info, pick and mix as you like with minimal input from L&D.” Maybe that’s what we do — go with the flow.
And then I thought: SOD THAT. If I were drowning, I wouldn’t want someone offering advice on the best way to conserve energy when swimming with a one-pager and a link to a video. I’m going to ignore it, I’m too busy fighting for my life. If I’m drowning, I want a very real and very physical lifeline.
All well and good, but what if while I’m thrashing around, limbs cold, lungs filling with water, I can’t grab on, I can’t see it, I can’t hear the cries of the rescue boat?
What if my own inability to recognise that this could be safety, stops me taking the opportunity?
I know I’m being dramatic. I think it’s needed. Over the last 5-6 years, I’ve seen a fundamental change in the way our people need our help, and I believe it’s partly due to life outside of work significantly affecting the way people think and feel about their place in the world.
So what can L&D do?
We can’t change the world.
Would be nice though — imagine that in your next job interview: “Can you tell me about a programme that you’re proud of?”
“Yeah, well, there’s the time I changed the world for the better, but I don’t like to talk about it too much. Well if you insist…”
But we can offer solutions that grab people’s attention, that help them see there is something solid to hold on to, that helps them feel they know what’s going on, that there is a way forward and that they understand how they fit in too — that they play a singular part in something much bigger.
I don’t have the one cure-all solid gold answer. I do have a few ideas that, if you like, you can give a go and see what the results are.
Brittle – Make Solid
Properly thought out, evidence-based, role and organisation aligned learning.
Understand the need. Gather your data. Present a solid case for how this learning will help those individuals, and how their improvement aligns directly with the larger organisational need.
This isn’t about purchasing a piece of tech and saying “have at it”. This is about being deeply close to the work your colleagues are doing and ensuring that what you offer is solid enough to make a provable difference.
Anxious – Soothe
Here you’ve understood what’s getting in the way. Now lay out a clear path for them to follow — step by step.
Targeted interventions that build capability piece by piece. It should be so specific that a person can take what they’ve learnt and apply it the moment they leave the room.
This isn’t “Here’s an 18-month programme and some of it will be directly relatable, but some of it will be useful and a bit won’t really mean much to you, but see how you get on.”
This is “Here’s exactly what you need now, today. Have a go and if it doesn’t work we’ll come back and see why.”
Which leads me to…
Non-linear – Straight Forward
Cause should equal effect.
You’re telling a story, capturing a mood, a need for the now and then you’re spinning up the solution quickly.
You’re testing, measuring impact, and iterating.
Don’t wait until the need has passed to get a solution to your people — otherwise the world will have changed again, the personal and organisational needs will have shifted and you’ll be starting again with nothing to show.
It can be scary to try something and it fails, but at least you know what doesn’t work, and what does.
If it does work, if you can tune that need for excellence and pace, if you deliver and your people improve, if they see you doing that, they know that you’re the driver of cause and effect.
This isn’t about not running long-form programmes or large cohort offerings, but understanding what your design and iteration process over, say a year, or for the whole org (and the very different needs, contexts and operationalisation for each group) will look like.
Incomprehensible – Make Simple
Answering, “Why am I here?”
The above thoughts/ramblings lead me to this. Whatever type of learning you are offering, the people who are part of it shouldn’t be asking why they are there.
The solution should answer that.
It should be so specific, so easy to understand, seem so effortless to be part of that those people get it.
You’ve talked to them, you’re close to the work, understand the pain points, you’ve got the data story, you’ve explained why you think the solution will work and what it’s going to look like.
The solution is free of hubris, ego or jargon. It feels like it’s been designed just for them, while also meeting the needs of a diverse group.
People are excited by the prospect, they’re so keen that they feel confident, they can’t wait to be part of it.
If done right the question won’t be “Why am I here?”, others will be asking “When is it my turn!?”
L&D is a tough old gig at times. We have to manage ourselves in a BANI world, and provide learning opportunities for others. We have to cut through the noise, be engaging, deliver learning people love, and prove that we’re having an effect. It can all get a bit much.
We can though, control what we can control. Do it in a way that meets the myriad internal and external motivators of our people, and provide learning that is Solid, Soothing, Straightforward and Simple. I think I’ll call it the Cunningham 4S Learning Approach.
I hope you’ve enjoyed the read. I’d love to hear your thoughts! Is this something you’ve come across? Do you have any ideas you’d like to share?
Cheers
Neil
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