The "We Learn" Creed

* Based on the Turn the Ship Around! book, by David Marquet.

* What do we do on a day‑to‑day basis?

We learn.

* Why is “learning” a better word than “training?”

Training implies passivity; it is done to us. We are trained; we attend training. Learning is active; it is something we do.

* What do we learn?

* Why do we learn?

* Why is this important?

* If all we do is learn, how does the work get done?

We do the work. But, we learn by doing. So, when we are working, even doing field day, we are learning.

* It seems like a trick; we’re still doing the same thing, we’re just calling it something different.

Yes and no. Yes, in that we will still do things that we need to do. No, in that how you look at things makes a difference. Instead of looking at a task as just a chore, look at it as an opportunity to learn more about the things you do, or if nothing else, about how to delegate or accomplish tasks.

* How does the training program fit in?

The training program is a part of the learning process but by no means all of it. Training is a subset of learning, which in turn is a subset of personal growth. We strive to grow each day.

* Therefore, our vision of our command is a learning and competence factory.

The raw materials are the new people joining each week, new tools, requirements, and problems. The product is well-qualified, experienced professional who, upon detaching from the original group, carry their competence throughout the company. Each of you, then, is both a product of the factory (when you learn) and a machine in the factory (when you help others learn).

* What do you expect me to do?

I expect you to learn to be better each day. I challenge you to look at each working day, as an opportunity to learn more, and by doing so, to grow as a person.