Identify own learning style(s) and the learning style(s) of another member of the team There are four main Learning Styles; Activists, Reflectors, Theorists and Pragmatists. To describe them briefly, activists are enthusiastic about anything new and consider the consequences afterwards. They are always looking for new experiences and get bored with the long term, seeking to centre activities on themselves. Reflectors look at things from a different perspective, listening and considering the views of others.

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Theorists think about things in a logical way and like to analyse everything until it fits into a rational explanation. Pragmatists like trying out new ideas to see if they work in practice, they are practical people who like to get to work and try things out at the first opportunity. Using a learning styles questionnaire (attached) and reflecting on the models described above, I would identify my own learning style as a Reflector. This is because I like to gather data, review previous experiences and think about things thoroughly before making any conclusions.

I can be cautious and like to gather many people’s opinions before finally deciding on my own. I like to take in information in meetings rather than jump straight in and would prefer to keep a low profile. Considering another member of my team, I would describe a certain individual’s learning style as that of an Activists. This person likes to jump right in and are immersed in the here and now. They are very open minded which means that are up for any new experiences they are exposed to. They very rarely look at the long term, and jump from one new experience to another.

This person like to involve himself with others whilst always ensuring that their interests are at the centre of everything they do. 1. 2 Use a simple technique for identifying own development needs and the development needs of another member of the team To identify my own development needs, I have decided to complete a SWOT analysis: Strengths •Ten years experience on OMC •Seven years experience covering for current coordinator•Safeguarding focal point on OMC •Good reputation led to promotion in 2009 •Committed and willing to do extra •Get on with all other in team •Communicate well with team members and management

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Weaknesses •Behind on AE training •Need to be more visible in meetings •Not developed/progressed as much asI could/should have done since promotion in 2009 •Fear of public speaking, making presentation etc Opportunities •Coordination positions available in the future •Training to be an AE will allow more opportunities •ILM training good for future Threats •Colleagues getting themselves in position to challenge for forthcoming opportunities •Following busy shutdown period I felt I was overworked – this has lead to negative feelings towards taking on similar responsibility in the future

As a result of performing this analysis, I feel I could focus more on my strengths – the experience and reputation I have on OMC. Looking at weaknesses, it’s clear to see I need to continue development as an AE with catching up on training. I also need to focus on trying to be more confident presenting – there may be a presenting skills course I can attend. Regarding threats, I need to ensure I’m in the better position than my colleagues should any position arise. The following SWOT analysis was completed to identify the needs of another team member: Strengths

•Committed member of OMC P&C team •Good practical skills •Excellent team player Weaknesses •Cannot use computer system •Reluctant to take on more responsibility •Does not get on with everyone in the team Opportunities •Potential to be upgraded to group 2 technician •Chance to coordinate upcoming shutdown Threats •Colleagues to challenge for group 2 technician position •Not getting on with other impacts negatively on work After reviewing this analysis and in particular the weaknesses, this team member could attend a training course to be able to use the computer system successfully.

As identified in the opportunities section, there is a potential to be upgraded to a group 2 technician. For this to happen, the team member needs to develop in to a person who gets on better with all team members so this doesn’t act negatively on his work – as identified in the weaknesses/threats. 1. 3 Identify potential barriers to learning There can be many barriers to learning in the workplace, one of which is potentially getting stuck in a rut. If the work you do is not mentally stimulating or challenging, you may not continue to improve on the job.

If the culture of the workplace is one which isn’t willing to accept change, this can impact on employees growing and learning. If you believe your supervisors aren’t interested in hearing what you have to say, won’t listen to concerns you have and don’t welcome your questions, you won’t keep learning and improving. Effective learning often depends on effective teaching, but not all teachers are equally skilled or willing. Many workplace skills are best learned from an expert, and experts are not always readily available.

Some co-workers who do have genuine expertise are not willing to share it openly, or they may not have the necessary teaching skills to be effective. They may be concerned that if they teach colleagues the tricks of the trade his own value in the company will decline. Another barrier can be lack of Corporate Commitment to Training. A company’s leadership dictates the attitudes that exist about ongoing training and education in the workplace. If the leadership doesn’t value education and new ideas, the barrier to workplace learning is obvious. Finally, Conflicting Priorities can be one of the biggest barriers.

These conflicting priorities force training to take a backseat to other priorities, such as daily production. Unless company leadership makes training a top priority, company operations always take precedence over a more proactive approach to business management — which includes ongoing training. If a company is constantly operating in a crisis management mode, reacting to problems instead of anticipating them, finding time for training will be hard. 1. 4 Explain how barriers to learning can be overcome Being ‘stuck in a rut’: This barrier can be overcome by the company introducing variety in to job roles.

The company needs to listen to what employees are saying and be willing to give them the best possible chance of learning and developing themselves. From the employees point of view, they need to make their feelings known, if they are enthusiastic to developing and learning the company will be more likely to listen. Not having enough skilled teachers: For circumstances when the teacher is a skilled colleague who is unwilling to pass on knowledge, ccompanies can overcome these issues by rewarding employees who mentor others and ensuring that there are adequate materials on hand to facilitate learning.

They could also supply training or put formal processes in place to enable skills to be passes on more efficiently. Lack of Corporate Commitment to Training: This is a barrier that can be overcome by companies realising that it is in their best interest to develop people. Conflicting Priorities: This is a barrier that can only be overcome by a change in culture from management. Companies would need to move away from crisis management mode and more towards a proactive business management approach.

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