This 10% of the ripple effect is made up of formal - usually classroom-based - teaching. The learner is essentially 'passive' no matter how energetic and 'action-oriented' the course may be.
Knowledge-based qualifications, technique courses, on-line learning and most formal study courses fall into this category.
Lots of options, very important, but on its own surprisingly ineffective in changing a person's capability.
CITI provides these options to learners involved in formal learning:
Learning through others
This makes up 20% of the ripple effect and involves the informal learning that happens through others. Sometimes it happens accidentally and haphazardly and is effective. Done deliberately the impact is considerable.
The learner is personally involved. In some cases it is through on-the-job learning, but it can also be a way of extending knowledge and skills by sharing the experiences others have had.
Apart from mentoring and coaching, organisations where structured feedback and peer support is regularly provided gives good results especially where 'live' situation and 'reflect & learn' workshops are used.
Learning through others is an example of experiential learning. It has considerable appeal with the value gained in terms of increased staff engagement and commitment, enhanced and more predictable performance and reduced recruitment well documented.
To support companies develop this approach CITI provides...
Learning from experience
Making up the remaining 70% of the ripple effect and the great majority of effective learning occurs when the learner takes charge of the development experience. It is during this learning experiences that knowledge is applied and becomes expertise, and skills are practiced and become unconscious competence.
Ownership of personal development has been the goal of most learning and development programmes for some years now. The concern has been just how much effort - how much 'scaffolding' - does the management, and individual managers need to provide to support and yet not stifle initiative.
Not only is this an extension of on-the-job development it is a clear demonstration of the reality of the existence of a learning culture in the organisation. The known top attractant for high performance managers and staff.
CITI provides extensive support to management and to managers in providing the infrastructure for this crucial type of learning. The list ranges from action learning and informal seminars to setting up Communities of Practice, to cross company job shadowing.