The most important part of developing skill is of course the formal training taking place in training centers around the world. The second most important part of the companies’ learning is what happens amongst the staff in all of their communication and helping each other. The third and least important thing is what the employees learn while working. You know, experience and such.
Wait a minute. I am of course joking here but sometimes I’m under the impression that this is how we do things at most companies. Let’s back up a bit and try to think about the reason for learning – individually and organizationally. Continue reading
For the last couple of years I’ve been researching how to improve my own department’s training offer to get more result and end-performance out of our participants. In this quest for learning on learning I’ve come across a multitude of ideas and theories that sometimes contradict each other but mostly actually agree with one another. I interpret this as serendipity, i.e. that they look alike since they’re close to reality, and have now done a comparison of four of the ones with the best end-results:
- Holistic Learning – Making sure everything you want to learn is connected, with an emphasis on creating mental models
- The Circle model – A way of increasing reading comprehension by writing, with an emphasis on learning from each other
- Peer Instruction – Utilizing your peers in class to increase the assimilation of new knowledge, with an emphasis on making sense of instead of transferring information as a focus in class and on lectures
- Story Centered Curriculum – Building courses as realistic stories with all assignments and tasks building upon the previous ones, with an emphasis in letting the students do the reading and fact finding with teachers set only as facilitators.
Learning is about performance. However, performance is not about learning necessarily.
In the post Aligning inputs and outputs of a change campaign I mentioned that I used the Kirkpatrick Four Levels as an inspiration but it wasn’t really clear in what way. I have therefore updated the model to show where the levels are and how to view them within a change process, campaign or project.
What we start with is the below picture that shows all inputs aligning and building upon each other to support that one specific output and end-result.