INFORMAL AND INCIDENTAL LEARNING IN ORGANIZATIONAL DEVELOPMENT
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This study examines the role of informal and incidental learning in driving organizational development, emphasizing its contribution to adaptability, innovation, and employee growth. Informal learning, which occurs outside structured training programs, and incidental learning, which happens unintentionally during work activities, are increasingly recognized as critical components of continuous organizational improvement. Drawing on case studies and survey data from diverse industries, the research highlights how informal mentoring, peer collaboration, and on-the-job problem-solving foster knowledge sharing and skills acquisition. The findings reveal that organizations with a culture of openness and support for informal learning exhibit higher levels of innovation and employee engagement. Challenges such as measuring outcomes and integrating these learning forms into broader development strategies are addressed. The study concludes by recommending frameworks for leveraging informal and incidental learning to complement formal training and achieve sustainable organizational growth.
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