The role of organisational context in mediating workplace learning and performance

The success or failure of any workplace training program may not rest with the program itself, but may be influenced by a range of other contextual elements that mediate learning and action in workplace performance. This paper introduces the term "High-3" work, and then discusses the role of formal and informal learning within High-3 workplace contexts. The influence of some aspects of organisational context on work practice is illustrated through a case study and qualitative analysis of a near-miss incident within Australia's air traffic control airspace. The paper concludes that socio-cultural theories provide a useful framework for understanding performance in High-3 workplace but that these theories need to be further developed to account for a range of features present in workplace contexts. Some recommendations for practitioners interested in better understanding the role of context in developing training programs to support High-3 work are provided. © 2001 Elsevier Science Ltd. All rights reserved.