Post by account_disabled on Dec 31, 2023 9:40:07 GMT
With Subconscious Learning (English: Tactic Learning), Plan. This Could Be, for Example, the Acquisition of Skills Through Play. If Knowledge is Acquired Incidentally, for Example When Preparing for a New Challenge, It is Referred to as Incidental Learning . Team Members Independently Identify Their Gaps and Improve Their Skills and Competencies Through So-called Self-directed Learning . They Formulate Their Own Goals and Independently Monitor Their Success After Further Training.
A Learning Organization Offers All Three Possibilities. This Means That a Company's Employees Can Learn Explicitly and Implicitly and Thereby Make Individual Progress. The Most Important Principles of the Learning Organization in Order for a C Level Contact List Learning Process and Thus a Learning Structure to Emerge, a Company Needs a Few Principles. These Are Derived, Among Other Things, From the Theories Mentioned. Flat and Flexible Hierarchies in Order for Employees or Team Members to Acquire Knowledge Intrinsically.
Through Their Own Drive) and Pass It on, They Need Freedom . These Are Difficult to Achieve in Rigid or Complicated Hierarchical Structures. For Example, if There Are Fewer Rules and Guidelines, People Can Develop More Freely. This Promotes the Acquisition of Knowledge and Its Transfer. Dialogue Instead of Competition True to Team Learning and Shared Visioning, Information and Knowledge Must Be Passed on So That Everyone in the Organization Benefits From It.
A Learning Organization Offers All Three Possibilities. This Means That a Company's Employees Can Learn Explicitly and Implicitly and Thereby Make Individual Progress. The Most Important Principles of the Learning Organization in Order for a C Level Contact List Learning Process and Thus a Learning Structure to Emerge, a Company Needs a Few Principles. These Are Derived, Among Other Things, From the Theories Mentioned. Flat and Flexible Hierarchies in Order for Employees or Team Members to Acquire Knowledge Intrinsically.
Through Their Own Drive) and Pass It on, They Need Freedom . These Are Difficult to Achieve in Rigid or Complicated Hierarchical Structures. For Example, if There Are Fewer Rules and Guidelines, People Can Develop More Freely. This Promotes the Acquisition of Knowledge and Its Transfer. Dialogue Instead of Competition True to Team Learning and Shared Visioning, Information and Knowledge Must Be Passed on So That Everyone in the Organization Benefits From It.
