Honey and Mumford and active learning
Honey and Mumford Active Learning.
If we expose 2 different managers to a similar learning opportunity quite often you will find one learns and one does not. Managers differ in their willingness and capacity to learn from any particular experience.
The active learning cycle is one way of seeing the differences
Honey and Mumford found that some managers are excellent at really throwing themselves into activities and generating a lot of new experiences, but less good at reviewing what they have learned from the experience. Some managers are interested in general ideas and concepts whilst others are only interested in practical ideas that they can pick up and use right away.
Honey and Mumford categorised learners under the four following headings.
Read about Maslow and the motivation to learn
ACTIVISTS: WHO LEARN BEST FROM RELATIVELY SHORT HERE AND NOW TASKS.
This might include things like experiential type courses or team activities or business games. Activist learners learn less well where the learning is more passive such as listening to speeches and presentations or reading
REFLECTORS: LEARN BEST FROM ACTIVITIES WHERE THEY CAN STAND BACK LISTEN AND OBSERVE. Reflectors according to Honey and Mumford prefer to collect information and then be given an opportunity to think about it. They learn less well when being put on the spot or not been given an opportunity to plan.
THEORISTS: LEARN NEST WHEN THEY CAN REVIEW THINGS IN TERMS OF A MODEL OR FRAMEOWRK, CONCEPT OR THEORY. They are interested in ideas even if distant from current reality. They learn less well without this theoretical underpinning.
PRAGMATISTS, LEARN BEST WHEN THERE IS A CLEAR LINE OF SIGHT BETWEEN THE SUBJECT MATTER AND THE JOB OR PROBLEM OR OPPORTUNITY.
They like being exposed to techniques or processes that they can takeaway and use almost immediately. They learn less well from learning events that are conceptual appear more divorced from reality.
How can you use this Honey and Mumford model?
You can think about their own learning preferences and be able to articulate and clarify to them selves how they learn best. The idea of different learning styles is useful to the process of helping others to learn how to learn. They can also possibly identify opportunities to improve or deepen their learning.
Take the Honey & Mumford Learning Styles Questionnaire (LSQ). This is a self-development tool and differs from Kolb’s Learning Style inventory by inviting managers to complete a checklist of work-related behaviours without directly asking managers how they learn.
Having completed the self-assessment, you can focus on strengthening under-utilised styles in order to become better equipped to learn from a wide range of everyday experiences.
You can use this model to stimulate a team discussion on learning and get some ideas on improving learning in the team and the work environment.
You can teach this model to people going on development courses and use the model to design and encourage better learning and application on and after the course
You can use the 4 stages as headings for a learning log to help you capture and reflect on your day to day learning’s.