Kolb's Laerning Styles

7/29/2019 Kolb's Laerning Styles

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Kolbs Learning Styles

(Learning Style Inventory)


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Concrete Experience - CE (feeling) -----V-----Abstract Conceptualization - AC (thinking)

Active Experimentation - AE (doing)-----V----- Reflective Observation - RO (watching)


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Kolbs Learning Styles

Sets out four distinct Learning Styles, which are based on a Four - Stage Learning

Cycle.

Offers both a way to understand Individual Peoples Learning Styles, and also

an explanation of a Cycle of Experiential Learning.

Cycle:

Immediate or Concrete Experiences provide a basis for Observations &

Reflections. Observations & Reflections are assimilated and distilled into

Abstract Concepts producing new implications for action which can be

Actively Testedin turn creating new experiences.

Also called a cycles of experiencing, reflecting thinking and acting.


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Four-Stage Learning Cycle:

Concrete Experience - (CE)

Reflective Observation - (RO)

Abstract Conceptualization - (AC)

Active Experimentation - (AE)


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Concrete Experience - (Learning From Feeling)

Emphasizes personal involvement with people in every day situations.

Learn from specific experiences.

Rely on feelings rather than on a systematic approach to problem and

situations.

In learning situations are open minded and adaptable to change.


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Reflective Observation - (Learning by Watching/Listening)

Understand ideas and situations from different points of view.

Careful observation before making a judgment.

In learning situations rely on patience, objectivity, and careful judgmentbut not necessarily take any action.

Rely on own insights and feelings to form opinions.


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Abstract Conceptualization - (Learning by Thinking)

Learning involves using logic and ideas rather than feelings to

understand problems or situations.

Rely on systematic planning and develop theories and ideas to solve

problems.


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Active Experimentation - (Learning by Doing)

Learning takes an active form.

Experimenting with influencing or changing situations.

Practical approach.

More concerned with what really works , as opposed to watching a

situation.

Value getting things done and influencing people and events

through action.


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Four-type definition of learning styles:(Each representing a combination of two preferred styles

Diverging (Concrete Experience/Reflective Observation)

Assimilating (Abstract Conceptualization/Reflective Observation)

Converging (Abstract Conceptualization/Active Experimentation)

Accommodating (Concrete Experience/Active Experimentation)


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Process Continuum - How we approach a task

Perception Continuum - Our emotional response, or how we think or feel about it


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Concrete Experience - CE (feeling) -----V-----Abstract Conceptualization - AC (thinking)

Active Experimentation - AE (doing)-----V----- Reflective Observation - RO (watching)


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The Diverging Style (Feel & Watch)/(CE&RO)

Combines Concrete Experience and Reflective Observation

Views concrete situations from many points of view

Loves to brainstorm and gather information

Prefers working in groups

Listens with an open mind

Observes rather than takes action


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The Assimilating Style (Think & Watch)/(AC & RO)

Combines Reflective Observation and Abstract Conceptualization

Puts information into concise, logical form

More focused on abstract ideas and concepts

Less focused on people

More concerned with logic than practical value

Needs time to think things through

Likes books, models, lectures


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The Converging Style (Think & Do)/(AC & AE)

Combines Abstract Conceptualization and Active Experimentation

Best at finding practical uses for ideas and theories

Solves problems and makes decisions by finding solutions to questions orproblems

More focused on technical tasks and problems

Less interested in people issues

Likes to experiment


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The Accommodating Style (Feel & Do)/(CE & AE)

Combines Active Experimentation and Concrete Experience

Learns primarily from hands-on experience

Acts on instinct rather than logical analysis

Enjoys challenging experiences

Likes to carry out plans

Action-oriented


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Expanding your Learning Styles

Develop working relationships with people who have differentlearning styles.

Improve the match or fit between your learning style and your role

or situation.

Practice and develop learning skills in your weakest areas.

Think about how you can help others with different learning styles.


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Managerial StylesWhat are they?

The patterns of behavior that a leader or manager adopts to plan,organize, motivate and control; it is the extent to which he listens, setsgoals & standards, develops action plans, directs others, gives feedback,rewards & punishes, develops people, and establishes personalrelations

Why are they important?

These behaviors represent the key mechanisms by which leadersattempt to influence employees performance

Different styles and combinations of styles will contribute to very

different outcomes Different people in different situations will feel motivated to behave in

certain ways, dependent on the style of influence used by the leader


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Managerial Styles are Influenced by:

Managers Behavioral Competencies

Styles the manager has seen bosses, mentors and others

use

Espoused values in the organization of the right way to

manage

The specific management situations and people with

whom the manager deals most

Six managerial Styles


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Six managerial StylesHay/Mc Ber research has shown that there are six styles or behavioral patterns, that most

leaders apply to the situations that they encounter:

Coercive style:

Do it the way I tell you - obtaining immediate compliance

Authoritative style:

Firm but fair - providing long term direction, vision, standards and the rationale for

change

Affiliative style:

People first, task second - creating harmony among people, positive emotions

Democratic style:

Participative - building commitment & generating new ideas, through consensus &

delegation

Pacesetting style:

Watch me - Im best - accomplishing tasks to high standards; leading by example

Coaching style:

Learning & development


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The Excelling Manager Framework

IndividualCompetencies

JobRequirements

ManagementStyles

WorkClimate

Performance

70%Impact

30%Impact


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Learning Style Inventory (LSI) - Exercise

Kolb's Laerning Styles

Documents

Transcript of Kolb's Laerning Styles