In earlier columns, I have urged psychologists to step into the role of “learning leaders”—to “up our game” from sideline spectators to leaders in our work and communities. As learning leaders, psychologists can bring curiosity, flexibility, a tolerance for risk and the ability to adapt complex information to make systems better.
A few months ago, these ideas may have seemed abstract, but the COVID-19 crisis has made it clear that we must act now. The pandemic has placed our health-care, educational, economic and other institutions under threat, compelling us to reimagine and rethink those institutions so they are more sustainable for everyone. Psychologists’ expertise as learning leaders is particularly needed now in several areas:
Education. With education now online, psychologists can explore ways to ensure that teachers are connecting and engaging with their students. What new online resources and tools might psychology promote to help people develop the skills we all need to address the challenges of the future? Possibilities include training teachers on best practices for delivering online classes and adding age-appropriate resiliency materials into all classes.
Health care. Our health-care system has long failed to equitably serve all Americans, and the COVID-19 crisis has only amplified its shortcomings. How can psychologists work to change this system to better serve all?
Jobs and the economy. Likewise, the pandemic is shedding light on economic inequality. Psychologist learning leaders can show how poverty and inequality harm individuals, families and communities, and design and deliver workplace interventions that facilitate solutions. One way to help: Join APA’s #EquityFlattensTheCurveopens in new window campaign, where you can help amplify efforts related to the role that inequity plays in COVID-19 response and recovery.
Community. Quality community programs that bring people together will be vital in an evolving pandemic world. What new, creative thinking can we bring to promote healing and resilience?
The breadth of our field and our potential as learning leaders match the broad challenges of this crisis. Let’s be at the tables when the discussions begin. Now is our moment to lead.
