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Learning science again

Clark Quinn

In an earlier post, I made a defense of cognitive psychology (really, to me, cognitive science, a bigger umbrella). And, previously, the case for learning science. And I’m coming at learning science again, with a personal interest. We should be facilitating informal learning as well.

Cognitive 289
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Why L&D Should Lead

Clark Quinn

L&D should be the business unit with the best understanding of our brains (except, perhaps, in a neurology company, e.g. medical, or a cognitive company, e.g. AI). Look, cognitive science is somewhat complex. However, we have a good understanding of cognition for the purposes of guiding learning and performance in the workplace.

Cognitive 119
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Celebrating Brain Awareness Every Day

Learningtogo

While this is nothing new, information from the science of learning has helped confirm the need to step back and think about new information, so that you can integrate into what you already know. Until recently, many corporations tried to ignore the role of emotions in learning, trying to focus only on cognitive function.

Brain 113
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6 Benefits of Informal Learning

TalentLMS

Perhaps the highest level of learning with the deepest cognitive impact is informal learning. It’s what we call those precious learning moments where passion and curiosity meet to break all motivation and knowledge barriers. Informal learning is a great outlet for reflective practice or experiential learning.

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Harnessing Magic

Clark Quinn

When we look not only at field-deployed individuals, but also those who occasionally must travel to meetings, make site-visits, are away at conferences and workshops, or even are commuting, the number of mobile workers can be considered from half to most of the workforce. Increasingly, workers are mobile.

Cognitive 165
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Informal Learning 2.0

Jay Cross

Published in Chief Learning Officer, August 2009. Informal Learning 2.0. Some cutting-edge corporations are adopting a new bundle of practices — let’s call them informal learning 2.0 — in order to improve operating efficiency by: • Slashing time to performance. Increasing customer loyalty though learning.

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What I do, don’t do, and why

Clark Quinn

My background is in learning technology design, leveraging a deep background (read: Ph.D.) in cognition, and long experience with technology. I have worked as a learning game designer/developer, researcher and academic, project leader on advanced applications, program manager, and more.

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