in exploring the new horizons for learning site, i came across an interesting set of articles by renate nummela caine and geoffrey caine. in their research on the human brain and learning, they established twelve principles regarding how we learn and what prevents us from learning. their twelve principles are:
- All learning is physiological.
- The Brain-Mind is social.
- The search for meaning is innate.
- The search for meaning occurs through patterning.
- Emotions are critical to patterning.
- The Brain-Mind processes parts and wholes simultaneously.
- Learning involves both focused attention and peripheral perception.
- Learning always involves conscious and unconscious processes.
- There are at least two approaches to memory: archiving individual facts or skills or making sense of experience.
- Learning is developmental.
- Complex learning is enhanced by challenge and inhibited by threat associated with helplessness.
- Each brain is uniquely organized
it's been my experience that there's a believe that employees are lazy and avoid training at all costs because they don't want to learn. this is an arrogant dismissal of negative feedback. we've blamed the learners rather than face the fact that we've offered up irrelevant, boring learning experiences. employees learn every day. they have to, it's in our nature as human beings. it's just a matter of what they choose to learn and whether that jives with what the company needs them to learn.
the workplace is generally considred a place where emotions are supposed to be held in check. even the expression of happiness is often expected to be muted and controlled. let alone emotions like anger and sadness. that learning has traditionally ignored the emotions is not surprising.
there are some breakthrough programs which have begun to explore using emotions as a way to stimulate learning. one such program was regarding for sexual harassment training which began with the learner receiving an email asking them to gather up their files on one of their employees and reporting to their managers' office immediately because of a personnel issue. imagine how your heart would be racing and your mind would be sorting through all of your interactions with that employee. your attention would be laser beam as you sat down with your manager. now granted, poorly conducted, such an approach would be dangerous, so training of the manager in this case would be paramount. but if done well, the learner would never forget the lesson taught.
all 12 of these principles are thought provoking and have much to say about how the facilitation of learning can and should be approached. i curious about what the LCB community has to say about them.
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