Take Control of Workplace Learning
People have an astonishing learning ability, but as we get older, especially in adulthood, our motivation tends to decline. As a child, we are naturally curious and free to explore the world around us. As an adult, we are concerned with protecting what we have learned to resist any information - or data - that would challenge our views and ideas. Today, there is a high demand for employees who have the ability and ability to quickly develop skills and adapt to new knowledge throughout their working lives. This demand increased with the recent technological developments.
One of the greatest cultural and intellectual changes of the digital age is undoubtedly the commodification of information and the availability of information from anywhere. By asking the right question (and using WiFi), we can find almost anything we're looking for, as long as we can question the accuracy of the answers we've received in this area filled with wrong information and dirty data. The most important outcome of this career was the decline of the value of knowledge and expertise. What you know now is less important than what you can learn; and employers are now more interested in people with general skills that can develop the right expertise in the future than those with special expertise, especially if people learn regularly and about different roles. We must remind you that the interest in people who can learn how to learn is not new. Centuries ago, French psychologist Alfred Binet, who pioneered the application of modern pedagogy and the science of child development in formal education, said, i"Our first job is to teach [students] how to learn, not what appears to be most useful to them". When we look at today, we see that Binet's perspective is more valid than ever.
Nowadays, not everyone has access to the same information; the ability to use data is the capacity to convert existing data into useful information. Ironically, data redundancy can lead to lack of information. Resisting distracting digital factors requires curiosity, a hungry mind and discipline to learn. Unlike our evolutionary ancestors living in a world where relatively less environmental stimuli and innovation are rewarded, it is now more advantageous to learn to ignore new knowledge. Just as our evolutionary tendency to maximize calorie intake is no longer compatible, our evolutionary propensity to consume as much new information as possible in the age of Facebook, Twitter and clickbait news is no longer advantageous in an abundant and cheap fast food world.
To make things worse, today's jobs and careers are often hampered by our ability to learn by constantly expecting high levels of performance and focusing our energy on achieving results, not expanding our skills. Most employers are obsessed with results rather than supporting a culture of learning, constantly expecting higher productivity and performance, and these can become the biggest obstacles to curiosity and learning. People who want to get over these can take a look at these four suggestions:
Choose the right institutionMost people do not include their “learning potential erken when choosing a job. Of course, the learning potential is also partly related to your personality, your character traits, such as learnability, curiosity and openness to new experiences. As expected, intelligence is a very important feature. However, regardless of these characteristics, your desire to learn will be greatly influenced by the job, career and institution you choose. For example, research shows that an environment that encourages learning plays a crucial role in shaping our experiences and helping us to develop new knowledge yaratmak Institutions must have time to reflect on psychological safety, diversity, openness to ideas, and reflection in order to create a culture of learning, and all of these requirements are needed in the short term. may prevent the results
Take the time to learnOne of the biggest obstacles to learning is time, especially when you focus on working with the highest levels of performance. This also applies to your boss, so you can't expect them to devote time to your learning adventure. In fact, your boss is too busy to take the time to learn. For this reason, it is very important that you take your own learning process and manage your professional growth and development. If you expect to be told what to learn, you are not being proactive about your learning process. Even if there is no special time to access them, it is up to you to devote the necessary time to learn.
Ignore your strengthsEven though it is easier to choose jobs that we can use our strengths - and talent is largely the right person in the right place - we can only use our new strengths