please respond to Danielle discussion question. 100 word count Wolfson et al XXXXXXXXXXdiscuss Informal field-based learning and its incidental properties when compared to various styles of learning....

Wolfson et al. (2018) discuss Informal field-based learning and its incidental properties when compared to various styles of learning. Promoted through high-cost efforts and proven to be effective. At the same time, a lot of learning takes place outside of the formal training environment. The training environment does not adequately prepare the learner for many of the workplace scenarios. Thus, creating a situation where IFBL/on-the-job training (OJT) is where employees are learning their jobs. The author submits that informal learning occurs while performing one’s duties while strengthening their overall knowledge, skills, abilities, and other characteristics (KSAOs) through interpersonal development, natural development, and informal learning practices. Academics have submitted that informal learning can derive from oneself, others, and non-interpersonal sources. Studies show that IFBL is experience-driven and most non-curricular (outside of the formal setting, seemingly almost unconsciously, however, intentional with actionable relativity, relevance, and feedback). The quality and validity of the qualities outlined in this article are relative to much of my work environment. In a learning or training environment, we are given baseline tools (basic understanding) to develop skillsets albeit often simulated with structured, paced, and controlled processes. Whereas the practical application of the baseline requires repetition for increased qualification. At the same time, there are many in my organization who depend on OJT and experience to increase their effectiveness. We are tested for the level of knowledge based on the requirements established by the organization. Academics and deviations from the designed processes display characteristics of complacency and a perpetuated mantra of “this is the way we’ve always done it”. The continuum of learning and strategic design is key to the success of many organizations. The requirement for versatility coupled with advances in technology allows for IFBL to persist in the workplace. Wolfson et al. (2019) discuss how there is an importance of performance appraisals represent how well an employee is accomplishing tasks and that IFBL is necessary to ensure that information and processes are updated and relevant, leading to increased performance. IFBL may not work for my organization as well as others because we have many rules and regulations in place that allow very little room for certain practices. Additionally, modernized efforts are not implemented from the employee level but from higher powers who generally implement change development with guaranteed resistance. “Learning is a holistic process that involves cognitive, affective, somatic, and spiritual dimensions” (Lawrence, 2008, p 75). There are many different types of learning as outlined in Wolfson et al. (2018). Three findings that are related to IFBL and my organization are:

1. Self-directed learning. My organization requires an inquiring mind, meaning one has to want to learn the information to improve the skills and abilities. The applicability of the information is generally experienced-based and must be relevant to the employee’s daily tasking.


2. IFBL and performance. My organization establishes a learning continuum through strategic planning and modernized relevant learning technologies. When employees learn new information or processes in the controlled training environment and are able to apply the information to the actual work IFBL will become incidental. This incidental learning will increase efficiency and overall performance improvements.


3. The evolution of the work. The work environment is becoming seemingly evolved through continuous process improvement, organization development (OD) (both dialogic and diagnostic), and the overwhelming advances in technology. Employees must be able to evolve with the advances in the workplace and workforce development. Thus, requiring the organization to implement a culture of continued learning and strategic controls that allow for a qualitative roadmap for continued learning.

References:

Lawrence, R. L. (2008). Powerful feelings: Exploring the affective domain of informal and arts-based learning.New Directions for Adult & Continuing Education,2008(120), 65–77.

Wolfson, M. A., Mathieu, J. E., Tannenbaum, S. I., & Maynard, M. T. (2019). Informal field-based learning and work design.Journal of Applied Psychology,104(10), 1283–1295.https://doi-org.library3.webster.edu/10.1037/apl0000408Links to an external site.

Wolfson, M. A., Tannenbaum, S. I., Mathieu, J. E., & Maynard, M. T. (2018). A cross-level investigation of informal field-based learning and performance improvements.Journal of Applied Psychology,103(1), 14–36. https://doi-org.library3.webster.edu/10.1037/apl0000267