Experiential Learning Articles
Learning can have magical transformative powers. It literally can change who we are by creating new professional and personal identities. In a very real sense, you are what you learn.
Eight important insights from the Experiential Learning Theory, along with corresponding tips for educator practice.
An examination of experiential learning applications in higher education.
Given the demands of the fast-changing world we live in, what do individuals need to do to make sure they stay ahead of the change curve, remain fit with the changing environment, survive, and thrive?
Becoming an experiential educator involves more than just being a facilitator or matching learning style with teaching style. Experiential education is a complex relational process that involves balancing attention to the learner and to the subject matter while also balancing reflection on the deep meaning of ideas with the skill of applying them.
Knowledge is generated from experience through a cycle of learning driven by the resolution of dual dialects of action/reflection and experience/abstraction.
For a more complete list of articles and research materials on experiential learning, please go to Experience Based Learning Systems.
Lead Change Articles
As a leader, do you ever feel like your habits automatically engage to turn a new experience into an old pattern of response? If so, you might consider using a surprising approach to personal and professional development: learning from experience.
We often hear the term blind spot with respect to an obstruction in the field of vision, or an area in which one fails to exercise judgment in an ethical dilemma. But I could see neither an obstruction of the field or an ethical dilemma when I recently witnessed a colleague experiencing a “blind spot moment.”
Are you a leader trying to transition a command-and-control hierarchy to a culture of employee empowerment and organizational learning? If the shift is not happening as easily as you expected, consider that you may be directing instead of empowering, or communicating mixed messages.
Leaders are in the business of change, so understanding how people change and grow is an essential skill. To do this, leaders need to learn how to learn, since the way people learn is the way they change, make decisions and work on teams.
The move from specialist to leader can be challenging. Fortunately, new advances in neuroscience support a focus on learning to lead.
Everyone experiences failure now and then. What do you do when a poor performance triggers a strong reaction of shame and regret? How can you turn performance failure into learning? Here are nine steps to follow.
Our current situation has forced drastic change on us that is beyond our expectations. For many people, it has eclipsed the capacity to cope as a learner. But these times have a silver lining: the opportunity to expand and grow.
Leadership development is a primary focus of executive coaching. And it’s no wonder. A recent McKinsey study estimates that organizations spend around $50 billion on leadership development efforts. Yet, they also report that only 11% of CEOs believe their leadership development programs are successful in achieving desired results.
Learning styles are not traits or pigeonholes; they are more like a habit or steady state. Thus, styles are self-reinforcing; we find a sweet spot in the way we navigate the learning cycle and continue to perfect that approach. We lead with our preferred style and default to it when we are on automatic pilot or under stress.
For more articles by Kay Peterson please go to Lead Change.