Diminishing the Obstacles to Learning

We spend a lot of time trying to learn more.
New skills. New tools. New behaviors.

But as Tim Gallwey observed in The Inner Game of Work, growth isn’t only about adding more knowledge — it’s about removing what gets in the way.

“We can achieve increased capacity for performance and learning either by actualizing potential or by decreasing interference—or by a combination of both.”

Gallwey called this interference: the internal noise that blocks awareness, limits curiosity, and keeps us performing below our potential.

At work, it’s often fear of judgment, the need to appear competent, or the belief that learning means something is wrong with us.

Why removing interference matters more than adding skill

The natural learning process is steady and ongoing — but when interference is high, even the best training barely takes root.
Reducing interference, on the other hand, can create instant leverage. It releases energy and attention that were previously tied up in worry, perfectionism, or self-protection.

That’s why Gallwey’s approach wasn’t about teaching people how to “try harder,” but helping them interfere less. When the player (or employee) becomes more aware — of what they’re doing, thinking, and feeling — performance improves naturally.

Common obstacles to learning at work

Gallwey identified several inner barriers that show up in almost every environment:

• The assumption that “I already know.” The pressure to appear competent shuts down curiosity.
• The belief that learning = fixing. If learning implies weakness, we protect our image instead of exploring.
• Fear of judgment. We edit ourselves for approval, and lose the freedom to experiment.
• Doubt. We treat uncertainty as danger instead of discovery.
• Trying too hard. Over-effort narrows awareness — the opposite of learning.

Each of these obstacles drains Learning and Enjoyment from the work triangle, leaving only raw Performance — and eventually, burnout.

Reframing work itself

Gallwey suggested that the biggest barrier might be how we define work.
If work is just effort toward external goals, learning becomes optional. But if work is also a place for discovery and self-development, interference becomes the real opponent — not mistakes, not failure.

When we shift focus from control to awareness, from just doing to noticing, the learning process accelerates.

Teams grow faster. Confidence builds. Enjoyment returns.

In practice

Diminishing interference is less about managing behavior and more about creating environments where curiosity feels safe.

-Ask questions that reveal awareness instead of prescribing answers.
-Celebrate learning moments, not just performance wins.