Putting the learning curve in context

In implementation of change, people learn new ways of doing things, develop new skills, and adopt new organizational routines. This paper applies learning curve theory to implementation by developing a system dynamics model that includes two extensions to classic learning curve theory. First, the model includes a required output level for the individual. Second, the model includes a budget constraint on time that forces a choice between an old and a new way to achieve the output. Doing work the new way builds experience, increasing productivity and thus favoring continued use of the new skill, but model analysis demonstrates that this reinforcing process works to favor the new skill only at relatively high levels of productivity. Otherwise, the same process is a vicious cycle, driving out the new skill. The model exhibits a mode of behavior in which learning begins and then stalls and another mode in which the new skill becomes the preferred one. The paper identifies the tipping point between these two modes and characterizes the transition problem: Learning by doing is a dynamic process, a transition from use of an old way to a new way that requires accumulating experience beyond a threshold.