Kolbs learning style

Learning Curve & Gilberts style Click to edit Master subtitleBEM Model

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The Learning Process

This part asks three questions:
What are the physical and mental processes

involved in learning?

How does learning occur? Do trainees have different learning styles?

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The Learning Process: Mental and Physical Processes

Gratifying Expectancy Perception

Generalizin g

LEARNIN G

Working Storage

Retrieval

Long Term Storage

Semantic Encoding

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Learning is the process whereby knowledge is

created through the transformation of experience. Knowledge results from the combination of grasping experience and transforming it.

- Kolb

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Kolbs Experiential Learning Cycle

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Learning Styles
Feeling

Accommodator

Diverger

Doing

Observing

Converger

Assimilator

Thinking
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Kolbs Experiential Learning Cycle

Tim McLernon Faculty of Engineering

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The Learning Process: Learning Styles

Diverger
Concrete experience Reflective observation

Converger
Abstract Active

conceptualization experimentation

Assimilator
Abstract

conceptualization
Reflective observation

Accommodator
Concrete experience Active

experimentation
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Learning Styles
Diverger is good at generating ideas, seeing a situation from multiple perspectives, and being aware of meaning and value Tends to be interested in people, culture and arts

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Learning Styles
Assimilator Is good at inductive reasoning, creating theoretical models, and combining disparate observations into an integrated explanation Tends to be less concerned with people than with ideas and abstract concepts

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Learning Styles
Converger is good at decisiveness, practical application of ideas and hypothetical deductive reasoning Prefers dealing with technical tasks rather than interpersonal issues

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Learning Styles
Accommodator is good at implementing decisions, carrying out plans, and getting involved in new experiences Tends to be at ease with people but may be seen as impatient or forceful

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Learning Curves
A

learning curve is a graphical representation of the changing rate of learning (in the average person) for a given activity or tool. information is sharpest after the initial attempts, and then gradually evens out, meaning that less and less new information is retained after each repetition.
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Typically, the increase in retention of

The first person to describe the learning

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Learning curve assumptions

The time required to complete a specified

task or unit of a product or item will be less each time the task is performed;
The unit time will reduce at a decreasing rate;

The decrease in time will follow a certain

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pattern, such as negative exponential distribution shape.

Learning Curve assumptions

The learning curve may vary one product

to another and from one organization to another. The rate of learning depends on factors such as the quality of management and the potential of the process and products
Moreover, it may be said that any change

in personnel, process, or product disrupts the learning curve. Consequently, there is a need for the utmost care in assuming 6/5/12 a learning curve is continual and that

Learning Curves

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Reynolds Learning Curves

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Learning Curves
q

Unconscious incompetence Conscious incompetence Conscious competence Unconscious competence

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Gilberts BEM
In 1978, Thomas Gilbert published Human Competence: Engineering Worthy Performance which described the Behavior Engineering Model (BEM) for performance analysis
q

Thomas Gilbert's Model analyzes performance deficits from six standpoints

q

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Third Leisurely Theorem

Focuses on behavior (B) Consists of 2 variables:
P = Behavioral repertories E = Environment

B = P + E in terms of costs Worthy Performance Restated:

W = A/B = A/P + E

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Third Leisurely Theorem

Defined:
For any given accomplishment, a

deficiency in performance always has as its immediate cause a deficiency in a behavior repertory (P), or in the environment that supports the repertory (E), or in both. But its ultimate cause will be found in the deficiency of the management system (M).

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Behavior Engineering Model

SD
Information

R
Instrumentation

Sr
Motivation

E
Environmental supports

Data 1 Knowledge 4

Instruments 2

Incentives 3 Motives 6

P
Persons repertory of behavior

Capacity 5

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Learning Organizations
Fifth Discipline by Peter Senge (1990) A learning organization is a place where

people are continually discovering how they create their reality. meaningful scale and cost.

Innovate an invention to replicate at a

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Learning Organization
The Learning Organization
An organization that has developed the capacity

to continuously learn, adapt, and change through the practice of knowledge management by employees.

Characteristics of a learning organization:

An open team-based organization design that empowers employees Extensive and open information sharing Leadership that provides a shared vision of the organizations future, support and encouragement

6/5/12 A strong culture of shared values, trust, openness, and

Characteristics of a Learning Organization

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