The Peer Learning Group process, designed and used by The Peer Learning Institute, differs from traditional management development training programs in six key ways.
First, it focuses on solving real-time management challenges in the organization, as opposed to providing a theoretical approach to simulated challenges.
Second, it is concerned with the 70% of learning that comes from experience, experimentation and reflection, while traditional learning comes from the 10% of learning based on planned learning solutions and reading.
Third, learning follow-up and reinforcement is built into the process. During the month of practice, new learning is reinforced on a weekly basis with microlearning tips, a check in with a peer buddy drawn from the group, and maintenance of a brief log in which the managers identify what they did, what happened, and what they learned from the experience.
Fourth, the managers are held accountable for using their new knowledge or skills. They know that at the end of the practice month they will need to report on their experience to their group.
Fifth, the peer learning groups are self-directed, following a structured agenda and workbook. This enables the managers to have a confidential conversation as well as practice their group facilitation skills.
Sixth, it is a collaborative learning process that builds on the knowledge and experience of the group members.
Contact Deborah Laurel at The Peer Learning Institute for more information.
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