Date post: | 28-Nov-2014 |
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Education |
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Learning in the Workplace
Susan A. Geertshuis & John A Fazey
Three Approaches to Learning Deep – try to understand Surface – Memorizing instead of
understanding Strategic – Using learning strategies to
learn
Chalkboards? Try Using
Chessboards
by Susan SaulnyExplores the concept of using chess strategies in the classroom with their students
This class epitomizes the Training process: Lawrie (1992) suggested that there were different
relations to change. Training produces a change in skills A good training objective has to be clear and specific Learner should practice the skill actively Trainers should be selected for their demonstrated skills
rather than personality traits.
Chalkboards? Try Using
Chessboards
by Susan Saulny “... general thinking strategies that a teacher
should master to maximize his effectiveness.”
Goal: “... improve teaching by guiding a group of teachers through the problem-solving strategies that are part of a good chess player's arsenal.
"My method has always been not just to teach chess moves, but to better accelerate thinking and concentration skills,”
A lot of kids think if they weren't born a genius, they can't get it. But I want them to see that intuition can be learned; it can be taught."
Principles of Learning
Classical Conditioning
Operant ConditioningMajority of trainings programsReinforcers does not have to be
monetary
Transfer of TrainingNeed for the trainees to apply behaviors
from training onto the jobBest occurs when the training
environment is similar to the work environment
Principles of Learning (cont’d)
Massed practice vs Distributed practice
Whole and Part Learning
Active practice
Cognitive Learning
Readiness and Motivation The more motivated the employees are, the better
and easier the training is
Resistance to training occurs when the employees believe that training is not worth the time
I.B.M. Plan Ties Training and Accounts
By STEVE LOHR Specialized savings accounts for training and education. The
“learning accounts” will be modeled on 401(k) retirement accounts.
Workers will put up to $1,000 a year into the accounts
I.B.M. will contribute 50 cents for every dollar put in by the employee.
Under the I.B.M. plan, the employee decides how and when to spend the money, held in an interest-bearing account.
When an employee leaves I.B.M., the individual takes the account.
I.B.M. spends more than $600 million a year on worker education programs
The company has earmarked $40 million over the three years for contributions to the learning accounts.
Continuing Education&
Development Continuing education involve learning about
current jobs and learning about new jobs in current organizations
Cheaper to retrain employees than to find a new employee
Train to increase inefficiency, fix errors, and upgrade skills