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Involving Learners with the Training Process

• The Seven Principles for Good Practice
• Learner-Centered Principles for Training
• Andragogy
• Process of Learning
  

Putting the Learning Process Into Use

• A Climate for Learning
• Mutual Planning
• Learners' Needs
• Formulation of Objectives
• Designs for Learning
• Carrying out the Design
• Mutual Evaluation

References

Involving Learners with the Training Process

Effective teachers demonstrate more implementation of learner-centered domains of practice than less effective teachers (Fasko D. & Grubb D. J. & McCombs J. & McCombs B. L.)

The Seven Principles for Good Practice in Undergraduate Education

A group of scholars of higher education were asked to derive from their knowledge of the past 50 years of research a set of principles that could be applied to improve learning. The Seven Principles for Good Practice in Undergraduate Education was then formulated from their conclusions (Chickering & Gamson 1997):

1. Encourage contacts between students and faculty.
2. Develop reciprocity and cooperation among students.
3. Use active learning techniques.
4. Give prompt feedback.
5. Emphasize time on task.
6. Communicate high expectations.
7. Respect diverse talents and ways of learning.

Learner-Centered Principles for Training

A set of Learner-Centered Principles for Training (Ellis, Wagner, & Longmire, 1999) were created to help with the learning process. They are based on the work of Barbara McCombs (McCombs, 1992):

	Learning does not occur in a vacuum. Learners discover and construct meaning from information and experience based on their unique perceptions, thoughts and feelings.
	More information doesn't necessarily mean more learning. Learners seek to create meaningful uses of knowledge regardless of the quantity and quality information presented.
	Learners link new knowledge to existing information in ways that make sense to the learner. The remembering of new knowledge is facilitated when it can be tied to a learner's current knowledge.
	Personality influences learning. Learners have varying degrees of self-confidence and differ in the clarity of their personal goals and expectations for success and failure.
	Learners want to learn. Individuals are naturally curious and enjoy learning, but personal insecurity and fear of failure often get in the way.
	Learners like challenges. Learners are most creative when learning is challenging and meets their individual needs.
	Learners are individuals. Not all learners are at the same stage of physical, intellectual, emotional, and social development. Learners also differ in their cultural backgrounds. Although the basic principles of learning apply to all learners regardless of these differences, trainers must take into account such differences between learners.
	The learning environment is important. Learners learn best in a friendly, socially interactive and diverse environment.
	Learners like positive reinforcement. Learning environments that support the self-esteem and respect of the individual learner tend to be more successful.
	Past Experience Matters. Personal beliefs and impressions from prior learning color learners' world views and their approach to learning.

Andragogy 

The Andragogic Learning Model recognizes several facets to learning (Knowles, M.S.):

	They are problem centered rather than content centered.
	The permit and encourage the active participation of the learner.
	They encourage the learner to introduce past experiences into the process in order to reexamine that experience in the light of new data.
	The climate of learning must be collaborative (instructor-to-learner and learner-to-learner) as opposed to authority-oriented.
	The learning environment (planning, conducting, evaluating) is a mutual activity between learner and instructor.
	Evaluation leads to appraisal of needs and interests and therefore to to redesign and new learning activities.
	Activities are experimental, not "transmittal and absorption."

Thus, the primary function of the trainer is to become a guide to the process of learning, not a manager of content. The "learning guide" uses two-way communication to establish the objectives and methods of the learning process.

Process of Learning

The three models discussed above emphasize the importance involving the learners in the training and learning process. Such a model would look similar to this:

The Process of Learning Model (Laird D. 1985)

A climate for learning

	Develops reciprocity and cooperation among students (Seven Principles)
	Learning does not occur in a vacuum (Learner-Centered Principles)
	Learners want to learn (Learner-Centered Principles)
	The learning environment is important (Learner-Centered Principles)
	They encourage the learner to introduce past experiences into the process in order to reexamine that experience in the light of new data (Andragogic Learning Model)

	Encourages contacts between students and Faculty (Seven Principles)
	Personality influences learning (Learner-Centered Principles)
	Learners like challenges (Learner-Centered Principles)
	The learning environment (planning, conducting, evaluating) is a mutual activity between learner and instructor (Andragogic Learning Model)

	Respects diverse talents and ways of learning (Seven Principles)
	Learners link new knowledge to existing information in ways that make sense to the learner (Learner-Centered Principles)
	Learners are individuals (Learner-Centered Principles)
	They are problem centered rather than content centered (Andragogic Learning Model)

	Communicates high expectations (Seven Principles)
	The climate of learning must be collaborative (instructor-to-learner and learner-to-learner) as opposed to authority-oriented (Andragogic Learning Model)

	Uses active learning techniques (Seven Principles)
	Past Experience Matters (Learner-Centered Principles)
	Activities are experimental, not "transmittal and absorption" (Andragogic Learning Model)

	Emphasizes time on task (Seven Principles)
	More information doesn't necessarily mean more learning (Learner-Centered Principles)
	The permit and encourage the active participation of the learner (Andragogic Learning Model)

	Gives prompt feedback (Seven Principles)
	Learners like positive reinforcement (Learner-Centered Principles)
	Evaluation leads to appraisal of needs and interests and therefore to to redesign and new learning activities (Andragogic Learning Model)

This process of learner involvement differs quite differently from conventional instruction that is based on a hierarchical model in which those who know teach those who do not know. 

This learning involvement is not only a new experience for many trainers, it is also a new experience for most learners. Since most learners will never have encountered this type of learning or might have had a prior negative experiences, special attention needs to be paid. For example, one study found that learners respond differently to a visiting instructor simply based on receiving information prior to the lecture that indicated if the instructor was a "cold" or a "warm" person (Kelley, 1952). While everyone experienced the same event in the same room at the same time (the lecture by the instructor), those who had been primed to expect a warm instructor participated more in the discussion and subsequently rated the instructor more positively than those who had expected a cold person. This finding suggests that individuals look for evidence to confirm their prior expectations. 

This is known as preframing, which is the attitudes and beliefs that learners bring into a learning environment. Preframes come from other learners, supervisors, past experience, culture, etc. With regard to learner involvement, it is important to note that the learner's expectations and past history are likely to influence their reaction to the type of training being presented. Those that have had good experiences with training that allows them to become involved will have a more positive attitude than others with negative experiences.

Putting the Learning Process Into Use

A Climate for Learning

Learning is enhanced when it is more like a team effort than a solo race. Good learning, like good work, is collaborative and social, not competitive and isolated. Working with others often increases involvement in learning. Sharing one's ideas and responding to others' improves thinking and deepens understanding. (Chickering & Gamson 1997)

There are three general types of learning group: informal learning groups, formal learning groups, and study teams (Johnson, Johnson, and Smith, 1991).

	Informal learning groups are "off the cuff" clustering of learners within a single class session, e.g. asking the learners to turn to a neighbor and spend two minutes discussing a question you have posed. These informal groups are formed to check on the learners' understanding of the material, to give them an opportunity to apply what they are learning, or to provide a change of pace.
	Formal learning groups are established to complete a specific task, such as perform a lab experiment, write a report, carry out a project, or prepare a position paper. These groups may complete their work in a single class session or over several weeks. The learners work together until the task is finished.
	Study teams are long-term groups with stable membership whose primary responsibility is to provide members with support, encouragement, and assistance in completing course requirements and assignments. Study teams also inform their members about lectures and assignments when someone has missed a session. The larger the class and the more complex the subject matter, the more valuable study teams can be.

Also, the process that these learning group uses falls into two different camps:

	Cooperative learning involves the more conventional notion of cooperation, in that learners work in small groups on an assigned project or problem under the guidance of the trainer who monitors the groups, making sure the learners are staying on task and are coming up with the correct answers (if there is a right or a best answer).
	Collaborative learning is a more radical departure. It involves learners working together in small groups to develop their own answer through interaction and reaching consensus, not necessarily a known answer. Monitoring the groups or correcting "wrong" impressions is not the role of the trainer since there is no authority on what the answer should be.

Achieving a climate for learning can be accomplished by:

	Breaking the class into small groups.
	Keep people moving around from group to group/person to person.
	Have activities and projects outside the classroom for group participation
	Developing teams.
	Peer tutoring.
	Encouraging the learners to study together.
	Encouraging the learners to answer each other's questions instead of answering them yourself.
	Have learners teach all or part of a lesson.
	Be a model by asking questions and displaying good listening behaviors.

A Structure for Mutual Planning

Frequent student-faculty contact in and out of class is a most important factor in student motivation and involvement. Faculty concern helps students get through rough times and keep on working. Knowing a few faculty members well enhances students' intellectual commitment and encourages them to think about their own values and plans. (Chickering & Gamson 1997)

How do we know that? Mostly through large-scale corelational studies that conclude that students who have frequent contact with faculty members in and out of class are better satisfied with their educational experience, less likely to drop out, and perceive themselves to have learned more than students with less faculty contact (Pascarella & Terenzini, 1991). 

Some methods of mutual planning are:

	Using a one-on-one approach to assessing the learner's requirements.
	Personalize feedback on learner assignment - ask questions.
	Open door policy.
	E-mail.
	Stick around for after class conversations.
	Mentoring.
	Learn student's names.
	Telephone access.
	Frequent question & answer periods.

Learners' Needs, Interests, and Values

Many roads lead to learning. Different students bring different talents and styles to college. Brilliant students in a seminar might be all thumbs in a lab or studio; students rich in hands-on experience may not do so well with theory. Students need opportunities to show their talents and learn in ways that work for them. Then they can be pushed to learn in new ways that do not come so easily. (Chickering & Gamson 1997)

The learner's needs can be met by:

	Utilizing multimedia presentations that engage the learners (see, hear, and do or visual, auditory, kinesthetic/tactile).
	Provide outside of the classroom activities (fieldtrips).
	Give the learners a problem to solve that has multiple solutions.
	Change the media or delivery method frequently.
	Identify a variety of learning opportunities for each module.
	Explain theory from "practical approach" first, then add the structural approach.

Formulation of Objectives

Expect more and you will get it. High expectations are important for everyone - for the poorly prepared, for those unwilling to exert themselves, and for the bright and well motivated. Expecting students to perform well becomes a self-fulfilling prophecy. (Chickering & Gamson 1997)

Due to some training requirements, certain learning objectives are often required. However, by focusing in on the learner's needs, instead of the training program's needs, you can get the learners involved with the achievement of the objectives:

	Although a lot of learning is developmental and cannot be easily defined, work with each learner to set as complete a learning goal or objective as possible - what is the task to be learned, how will it be learned, how will you know it has been learned.
	Assign realistic time values for each objective or learning point. If the total time is greater than the time you have, adjust accordingly (suggest self-study for the less critical learning points).

Designs for Learning

Learning is not a spectator sport. Students do not learn much just sitting in classes listening to teachers, memorizing prepackaged assignments, and spitting out answers. They must talk about what they are learning, write reflectively about it, relate it to past experiences, and apply it to their daily lives. They must make what they learn part of themselves. (Chickering & Gamson 1997)

"Students learn best when they are actively involved in the process. Researchers report that, regardless of the subject matter, students working in small groups tend to learn more of what is taught and retain it longer than when the same content is presented in other instructional formats. Students who work in collaborative groups also appear more satisfied with their classes."  (Cross, K.P cited these sources: Beckman, 1990; Chickering and Gamson, 1991; Collier, 1980; Cooper and Associates, 1990; Goodsell, Maher, Tinto, and Associates, 1992; Johnson, Johnson, and Smith, 1991; Kohn, 1986; McKeachie, Pintrich, Lin, and Smith, 1986; Slavin, 1980, 1983; Whitman, 1988)

To help achieve the design:

	Set up problem solving activities in small groups and have each group discuss with class.
	Get feedback on what activities help the students to learn.
	Encourage reflection (e.g. learning journals).
	Encourage learners to challenge (challenging is not flaming each other) ideas, the ideas of other students, or those presented in readings or other course materials.
	Give learners concrete, real-life situations to analyze.
	Encourage students to suggest new readings, projects, or course activities. The learning environment needs to be dynamic, not passive.

Carrying out the Design

Time plus energy equals learning. Learning to use one's time well is critical for students and professionals alike. Allocating realistic amounts of time means effective learning for students and effective teaching for faculty. (Chickering & Gamson 1997)

Carrying out a plan or design, if often the hardest part, but the most enjoyable:

	Ensure that time spent on a task is real learning, not busy work.
	Understand that there will be problems and changes along the way - plan for them.
	Identify key concepts and how those will be taught.
	Active learning, not passive, should always be stressed.
	Expect learners to participate (preframing).
	Try to make the assignments interesting. The more interesting, the more involved the learners become.
	Blend two types of knowledge: theoretical and everyday-lived.
	Ask learners to comment on what they are doing. This helps to reinforce the learning experience.

Mutual Evaluation, Leading to Reappraisal and Revision of the Learning Objectives

Knowing what you know and don't know focuses your learning. In getting started, students need help in assessing their existing knowledge and competence. Then, in classes, students need frequent opportunities to perform and receive feedback on their performance. At various points during college, and at its end, students need chances to reflect on what they have learned, what they still need to know, and how they might assess themselves. (Chickering & Gamson 1997)

Each learner differs in his or her need for achievement and how success and failure is perceived. These differences tend to affect individual motivation and persistence at a task. Individual motivation and persistence is affected by how one makes attributions for success and failure (Weiner, 1986). For example, one can attribute success to something about oneself or something about the environment. Learners who credit themselves for success, tend to have higher motivation and persist longer at tasks as they believe they have control over success or failure and thus greater persistence should lead to success. 

The goal of any training intervention should be to facilitate these types of attributions as they increase the desire to learn and make use of the training:

	Grade on a criteria based system by using a range of test questions (using a curve is ok).
	Provide constructive criticism when necessary, but provide praise/input as often as possible.
	Provide plenty of question and answer sessions.
	Use exams that give fast feedback.
	Relate lessons to real life experiences.
	Videos can be used to help the learner critique his or her own performance.
	The trainer or other students can react to a writer's draft using the "hidden text" option available in word processors: Turned on, the "hidden" comments spring up; turned off, the comments recede and the writer's prized work is again free of "red ink."
	Celebrate in-class success!