Developed in the year 1974, Kolb’s Learning Theory notes that learning occurs in a four stage cycle comprising of Concrete Experience, Reflective Observation, Abstract Conceptualization, and Active Experimentation (Redmond 33). As such, Kolb’s concludes that learning is not defined in terms of outcomes. Instead, leaning is defined as a continuous process that is founded on experience. This paper utilized Kolb’s Learning Theory in exploring the learning experience attained during the training we carried on how a successful management training program.
The first stage of Kolb’s Learning Theory, Concrete Experience mainly connotes to a new experience that one attains when doing something. With regards to this, we did a presentation aligned with training employees on how they could transform to become successful managers. Evidently, the training we carried out was based on ideas and information emanating from the book “Successful Manager’s Handbook.” The core purpose of the training was to provide participants with the requisite skills, behaviours, and tools that could leverage their quest to become successful managers in the future. The participants comprised of managers, mid-level managers, prospective managers, and personnel from organizations seeking to enhance the effectiveness of their managers. Some of the core topics covered during the training include thought leadership, personal leadership, results leadership, and results leadership.
With regards to Reflective Observation as the second stage of learning as connoted by Kolb’s, I developed varied perceptions regarding the training. Precisely, the experience I had while carrying out the training allowed me to realize that there were inconsistencies with regards with the manner in which I understood a wider array management matters. Precisely, I have often thought that management and leadership are the same. Nonetheless, the training offered me critical insights, which allowed me to differentiate the leadership from management. While carrying out the training, I gained experience that allowed me to realize that managers are different from leaders in that managers have subordinates, while leaders have followers. I noted that leadership is a character moulded of competence, human compassion, and empathy and ethics altogether. In a nutshell, I realized that all leaders can be managers, but not all managers can be leaders.
As noted by Kolb’s, the third stage in the learning cycle; Abstract Conceptualization is a learning process that entails reflection the gives rise to a new idea or modify an existing idea (Redmond 54). With regards to this, the training we had offered a comprehensive platform that allowed me to develop critical insights regarding training and development. Precisely, training and development aims at enhancing a sense of competence amongst employees. As previously connoted herein, the training we had was aimed at enhancing effective management amongst various organizational personnel. For this purpose, training and development in the context of management aims at imparting managers with leadership traits. It is essential for managers to have leadership traits in that such traits motivate employees to work towards the realization of organizational goals. Many at times, leaders attract fascinating admiration from their followers. Therefore, managers with leadership skills will often attract their subordinates; hence, motivating the subordinates effectively execute tasks assigned to them by the managers. Conclusively, managers can enhance innovativeness and competence amongst employees by showcasing leadership skills such as competence.
Finally, Active Experimentation as the fourth and final stage in Kolb’s learning cycle refers to the manner in which learners seek to apply lessons drawn from the other three stages of the learning cycle. From the training that we did, there are various things that we will do differently when conducting another training session. More importantly, we will carry out a needs analysis in order aimed at identifying the training needs of employees. Worth noting is the fact that the contemporary work environment requires employees to have various skills that would allow them complete complex task in a cost-effective, sufficient, and safe manner. Therefore, carrying out a needs analysis allows for identification of the most pertinent skills that each individual employees should be trained on. In addition, cost-benefit analysis is another factor that we will consider for future trainings. This will allow us to come up with trainings that would be of mutual benefit to employees as well as the organizations that they work for.
Work Cited
Redmond, Bairbre. Reflection in Action: Developing Reflective Practice in Health and Social Services. Burlington: Ashgate, 2003. Print.
