ProDev #1: Navigating the Learning Zones in Software Engineering
Hey, Caique here! ✌️
In this article, I explore the “Learning Zones" model and how I apply it to the context of software engineering.
You will understand the zones and get practical tips for expanding your comfort zone, leveraging your political capital, and consistently stretching beyond your limits.
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In short, the main difference between levels of seniority in any profession is the ability to independently and efficiently do the right things. Although this is a simplification, it holds some truth.
Consider the less experienced developers in your team or organization. Compare their ability to get things done to that of more experienced developers. Even intuitively, it is clear that senior developers are expected to accomplish more.
Senior+ are not only expected to get things done but we should get the most complex things done in a timely manner and, when the situation requires, by ourselves.
As software engineers, we are expected to learn while we work. We are expected to use our current knowledge as a foundation, discover new things, and get work done even when it is new and ambiguous. In the philosophy of education, this aligns with the theory of constructivism. It proposes that learners do not acquire knowledge passively through direct transmission. Instead, they construct new understandings and knowledge through experience and social interactions, integrating new information with what they already know.
The Learning Zones
Constructivism has its origin in the work of Jean Piaget and some famous phrases like "learning by doing” come from his ideas. Piaget's work was later developed by Lev Vygotsky that proposed the concept of the “zone of proximal development” which represents the space between what a learner is capable of doing unsupported and what the learner cannot do even with support.
You've probably heard that to grow, you need to "get out of your comfort zone.” If you ever wondered where this came from, now you know. This idea is supported by the "Learning Zones" model proposed by Tom Senninger, which is influenced by the work of Vygotsky and Piaget.
This model suggests three different zones that we navigate while learning:
The Comfort zone is a mental state where tasks are well-known and require minimal cognitive load to be performed independently. It is a place where you feel comfortable and confident in your abilities to complete tasks with ease. While this zone can be a great place to rest and recharge, it does not offer opportunities for growth and development. That's why it is beneficial to "get out" of it.
the Learning zone is where tasks are challenging but still achievable with some effort. In this zone, a person is growing their skills and knowledge but not feeling overwhelmed by the cognitive load. Tasks require more effort but they are still manageable and can be performed with little to no help from others. The Learning zone is an important area for growth and development as it allows individuals to expand their comfort zone and take on more complex tasks in the future.
the Panic zone is a stressful state to be in. Here the tasks are so challenging that they overwhelm the individual's cognitive abilities. This zone is characterized by high levels of stress and anxiety. In the less common case of successful completion, the tasks typically require a significant amount of help from others. Spending too much time in the Panic zone can lead to burnout and frustration.
Each zone is associated with a level of cognitive load. The key is to consciously switch between lower and higher cognitive load zones. When managed well, this can boost your professional growth by creating a sustainable learning pace that can be maintained indefinitely. By managing opportunities according to their cognitive loads, you will increase your chances of making an impact consistently.
How to incorporate it into your work?
In software engineering, we navigate the learning zones as we create.
As a general rule, I use this mental model as a map to help me decide which opportunities to pursue next. When I started, this was a very conscious process. I used to block slots in my calendar to evaluate the work to be done in the upcoming week and reflect on what would be my plan for that week. With time, considering the learning and growth aspects of my work choices has become embedded in every decision I make.
On average, I tend to stay more often in the learning zone - which means that I seek work that challenges me but that I still feel capable of completing with little help from my peers or with a little bit more time than an average task. However, I immediately switch to my comfort zone when I anticipate a situation that will require a high cognitive load. For example, at Klarna, commemorative dates such as Valentine's Day, Black Friday, or Christmas were critical moments for the business. If I were the designated on-call engineer during these periods, I would avoid being in the learning or panic zone in the days leading up to them. I used my comfort zone so I could conserve my energy for the on-call period in case I needed to rise to the occasion.
It is important to note that sometimes we do not have the privilege of choosing the next work we will take on. But, we are often allowed to make a choice but end up delegating this decision to another person such as a product manager, a more senior developer, a manager, or someone else. I'm not suggesting that you ignore the obvious work that needs to be done next, but I want to encourage you to have an opinion and actively choose what you and your team will do. If you feel that you don't have a say in the work you do, it's a great topic to discuss with your manager and peers.
I noticed that conversations with my manager and peers are great opportunities to reflect out loud about my learning and growth. I tend to be as transparent as possible with them about what I consider "easy” or "challenging” and ask about their opinion. Their feedback gives me a fresh perspective and allows for a more accurate self-assessment and it also makes it easier for them to recognize my accomplishments. These are also moments to advertise your impact and make clear what you are looking for next and why it is important for you.
The learning zones give you a qualitative model to measure effort, allowing you to derive a return on investment (ROI) for each piece of work you do. Pieces of work with higher ROI tend to be great candidates for advertising. Although it is not an exact measurement, it provides a framework for reflection. In addition, the "comfort zone" is a very personal concept. What we consider to be comfortable may be perceived by others as being in the "learning zone" or the "panic zone". It's also common for people to project their understanding of these zones onto others. So, when you complete work that someone else perceives as being in the panic or learning zones, they may think you've accomplished something harder, even if the work is within your comfort zone.
Being conscious of these perceptions can help you build political capital while operating at a lower cognitive load level. Make sure to be honest with yourself and others and do not try to gain political capital when the work is dull or obviously of low complexity. It can have the opposite effect and you might be seen as underperforming.
As you gain experience and sharpen your technical skills, your comfort zone expands and the panic zone becomes smaller. In summary, you can hit the sweet spot of causing a bigger impact with less effort. The same applies to tenure. Your comfort zone expands as you learn more about the business domain, your organization, your colleagues, and the social dynamics you are part of.
No matter what your level is, you will always navigate through the three zones. But, the work you perform in each zone will have a bigger impact as you grow into your role.
Pro Tips
Break down complex work
This is the easiest way to accomplish complex work. If anything feels difficult or overwhelming, try breaking it down into smaller parts that are within your Comfort zone. This way, you can make progress with a lower cognitive load or take a break when frustrated.
A by-product is that by having more granular parts, you can manage risk and negotiate scope more easily.
Most Senior+ developers have developed ways to anchor themselves to their Comfort zone. This allows them to turn challenging opportunities into learning experiences while having a positive impact.
Leverage your influence to increase your impact
When you want to achieve something that lies outside of your Comfort zone, you can leverage your political capital and influence to gain the support needed to achieve completion. This support can take many forms, such as direct mentoring, support from a co-dependent team, additional time to complete a task, negotiating a simpler or smaller scope, and much more.
This process is known as "scaffolding". As the name suggests, it is a temporary support structure that allows you to achieve a higher level of impact without drastically changing your circumstances. When done effectively, this can be a win-win situation where all parties involved learn and demonstrate a positive impact in different ways.
Advertise your accomplishments
You do not need to spam everyone with everything you do. But, it is important to document your achievements and, if relevant, share them with key stakeholders in your career, such as your manager. This is especially important when the impact is the result of a task that is outside of your Comfort zone. Doing so will make it easier for them to recognize your growth and explain it to others.
Just be careful not to advertise work that is obviously expected of you. This can show a lack of self-awareness. Setting realistic expectations about your work with your manager and peers is the best way to avoid uncomfortable situations.
Get out of your comfort zone
It may be a cliché, but it's worth repeating: actively work to be outside of your Comfort zone. This requires being bold and seeking out opportunities that are in your Learning or Panic zones.
If you find that your team or organization doesn't offer anything outside of your comfort zone, it may be time to consider moving to a more challenging environment.
People often learn best in a supportive social environment where they can motivate and challenge each other, take risks together, and learn from observation, discussion, and shared practice. If your team or organization doesn't offer the support you need, it may be time to consider a change.
Now it's your turn!
Block off a 30-minute to 1-hour slot in your calendar and use it to do the following:
Map out the activities you have planned for this week and categorize them into one of the three zones. This will help you get a better understanding of how you are spending your time and where you might be able to make some adjustments;
Identify one opportunity you consider to be in your Learning zone. Create a plan to pursue it.
Identify one activity you consider to be in your Panic zone. What can you do to move it to your Learning zone?
Finally, think about what other ways you can apply the Learning Zones model to create a more productive and fulfilling work routine.
I look forward to hearing your thoughts and reflections. 👋