Workplace learning with AI
Capable people, teams that perform, an organization that keeps learning.
Three training programs with the Learning Conversion Framework
Proposal, training program per L&D team of up to twelve, including twelve months of the knowledge library.
- Evidence-informed individual learning solutions
- Evidence-informed team learning solutions
- Evidence-informed organizational learning solutions
- Twelve months of the knowledge library in the AI your organization already uses
This is what we deliver.
A program with an annual licence
All services come with an annual licence: a program with a licence, and the knowledge block connected to your organisation.
Connected to the AI of your organisation
We deliver the knowledge base and connect it to the AI your organisation already uses. Read-only, every answer with source, version and date. The library of 192 interventions, the Playbook and the Maintenance Kit go into the assistant as the LCF edition.
Working, learning, implementing
And we help people learn.
- Working On a real task
- Learning The method while you apply it
- Implementing The result stays in use
A meeting with the clients
Once a quarter, a meeting with the clients.
One knowledge library, three training programs.
Evidence-informed individual learning solutions
For L&D teams that design formal learning programs. Designing to 4C/ID, assessing competence in the work and making the connection to the team.
See the program Training programEvidence-informed team learning solutions
For L&D teams that work with teams on a performance gap. Recognizing the profile, composing a bundle from the library and measuring the effect in the team’s own metrics.
See the program Training programEvidence-informed organizational learning solutions
For L&D teams responsible for what the organization retains. Setting up team memory and organizational memory, designing a knowledge architecture and organizing the cycle of retaining, transferring and updating.
See the programThree fields, one engine.
Individual learning, team learning and organizational learning each need their own design. What they share is the engine underneath. The LCF joins the three fields into one cycle: what people learn has to strengthen the team; what the team learns, the organization has to keep; what the organization keeps returns to people and teams.
How do people learn so that they can do the job from day one, and the team gets stronger for it?
See the programThe engine. The LCF connects individual learning to the first conversion. Formal learning programs designed to 4C/ID, assessed on competence in the work, and designed with the question attached of what the team must be able to do with that competence. Individual learning then sits inside the team, not beside it.
What Tulser delivers. The training program Evidence-informed individual learning solutions for L&D teams: three days, twelve weeks of application to their own programs. In the library: design templates, assessment frameworks and the link to team learning.
The engine. The LCF drives team learning through the first two conversions: from capable people to a team that functions, and from that team to reliable performance, shift after shift. Interventions chosen for the mechanism, measured in the team’s own metrics, with maintenance built in.
What Tulser delivers. The training program Evidence-informed team learning solutions for L&D teams. In the library: ready-made team learning programs per situation, the LCF Intervention Playbook, the LCF Team Scan and the Maintenance Kit.
The engine. The LCF closes the cycle with the third conversion and the environment. Team knowledge stored in who knows what, transferred to other teams, updated and reused. And a working environment designed to carry the learning rather than work against it.
What Tulser delivers. The training program Evidence-informed organizational learning solutions for L&D teams. In the library: the knowledge architecture, transfer routes between teams and the Maintenance Kit at the organizational level.
Teaming Up. Emergence: from individual competence to emergent team capability.
Individual competencies of the team members · Emergent team states
Making It Happen. Enactment: from team capability to reliable collective performance.
Teamwork processes · Team knowledge outcomes
Making It Stick. Embedding: from team memory to organizational learning.
Transactive memory system · Organizational learning
Shaping the Environment. The base beneath the cycle, and itself a learning object. Access: workflow design, tooling, staffing, escalation routes, expertise within reach. Social support: leaders, peers, communities of practice.
Three conversions, six elements, one environment. Teaming Up turns capable people into a team that functions. Making It Happen turns that capability into reliable performance. Making It Stick stores what the team learns and carries it into the organization. Shaping the Environment is the ground the cycle stands on. How the conversions work, where they falter and what L&D does for each is set out in twelve pages in the white paper.
Learn more.
Start where the team is.
A team does not have to go through a diagnosis first. There are three ways in, and they lead to the same library. Choose the one that fits the team and the time available.
Pick a situation
The library holds ready-made team learning programs for situations every organization knows. Recognize the team in one of the profiles below and you start tomorrow: bundle, measurement and maintenance included.
Take the LCF Team Scan
If a team wants to know first where the conversion falters, it completes the LCF Team Scan. The result gives a team profile, names the conversion that needs attention most and points to the program that fits. Not required, but clarifying, also as a baseline.
Compose your own bundle
L&D teams that have completed the training program build their own bundle from the LCF Intervention Playbook: three to five cards, chosen for the mechanism, with the measurement fixed in advance and the maintenance moments from the Maintenance Kit.
Six team profiles, as they appear in the library.
Every organization knows these teams. The profiles show how the framework works: from something you see in the work, through the conversion that falters, to a program and a yardstick.
The newly formed team
- Signs
- Capable people, each in their own style. A lot of aligning, little taken for granted.
- Where it falters
- Teaming Up
- What the program does
- Builds shared mental models, role clarity and a common way of handing over in the first weeks, in the real work.
- What you measure
- Handover errors, decision lead time, time to the first roster run without help.
The team that reverts under pressure
- Signs
- Good on a calm day. At peak, everyone for themselves, and afterwards nobody knows quite why.
- Where it falters
- Making It Happen
- What the program does
- Practices monitoring, backup and closed-loop communication under realistic load and debriefs every busy episode on the process.
- What you measure
- Incidents and near misses at peak hours, deviations caught in time, recovery time after a disruption.
The team with high turnover
- Signs
- Every newcomer starts from zero. The permanent core carries the team and gets tired.
- Where it falters
- Making It Stick
- What the program does
- Records who knows what, makes onboarding part of the team process and spreads the knowledge-carrying roles across more people.
- What you measure
- Time to independent work, attrition in the first ninety days, load on the permanent core.
The team after an incident
- Signs
- Silence in the meeting. Covering oneself. Reports go down while the risk stays the same.
- Where it falters
- Teaming Up
- What the program does
- Restores psychological safety with structured debriefs without blame and with leaders who visibly reward speaking up.
- What you measure
- Number and nature of reports, speaking time of non-leaders in meetings, follow-up on improvement points.
The team that works well but records nothing
- Signs
- The knowledge lives in heads. When someone leaves or falls ill, the team stalls.
- Where it falters
- Making It Stick
- What the program does
- Sets up routines for storing, retrieving and updating, with an owner per agreement and fixed review moments.
- What you measure
- Reuse of recorded agreements, time to an answer on a practice question, agreements still accurate after a quarter.
The team whose lessons never reach the organization
- Signs
- This team has solved it. Three departments away they reinvent the same wheel.
- Where it falters
- Making It Stick
- What the program does
- Lays transfer routes between teams and into organizational memory, adapting to the local context instead of copying.
- What you measure
- Practices adopted elsewhere, lead time from lesson to adoption, repeated incidents in other teams.
The profiles are examples. Which cards make up a bundle, in what order and under what conditions, is in the library. The names of the conversions refer to the white paper.
Access to expertise at the moment of action, inside the AI your organization already uses.
The library holds the LCF Intervention Playbook, the Maintenance Kit, the LCF Team Scan and ready-made team learning programs for the six profiles and more. Everything is organized by situation, conversion and moment, in English and Dutch, with the source and date on every card. The library runs as the Tulser Expertise Amplifier, LCF edition: one theme, delivered as an MCP server that connects to the AI assistant your organization already uses and has already approved. No platform project, no extra licences, one security review up front. Every answer carries its source, version and date. The server is read-only and holds no personal data.
- LCF Intervention Playbook: intervention cards, situation routes and team profiles
- Maintenance Kit: maintenance on three levels, thirteen fixed moments
- LCF Team Scan and team learning programs per situation, with bundle, measurement and handover
- Updated with new research, with source and date on every change
Proposal, per organization for the LCF edition, unlimited users. Editions for compliance and nursing care are in preparation.
Read about the Expertise AmplifierHonest about the evidence
The six elements of the LCF rest on mature research on teams and organizational learning, by Kozlowski, Salas and Argote among others. The link between them, the three conversions as one recursive whole, is a proposition by Jos Arets and has not yet been tested as a whole. That is why every program measures in the team’s own metrics. Anyone who wants to test, extend or refute it is welcome: j.arets@tulser.com.
Read first, buy later.
The framework is open, in two short white papers. The cards, the routes and the programs are the craft, and they live in the library.
White paper Learning that crosses the levels The Learning Conversion Framework: how learning travels from the individual through the team into the organization, and how it stays there. Twelve pages. 
White paper The LCF Intervention Playbook and the Maintenance Kit How a team learning program is built from evidence, and how its effect survives the facilitator. Fourteen pages. Start with one team.
Bring one team with a real performance gap. In an hour we look at which profile comes closest and what the library has for it.