27/01/11

Introduction to Learning Styles

by Marcia L. Conner

You may realize that people learn and process information in different ways, but can you describe what those differences are or improve the unique ways that you learn? For decades, education researchers designed models that differentiate how people learn, yet the results are often harder to understand than the people they describe.

This introduction puts learning styles information into easy to understand language and provides sources where you can learn more. I also offer a Learning Style Assessment that you can use to gauge your dominant learning style and techniques you can use to benefit from your individuality.

Overview of learning styles

Learning styles classify different ways people learn and how they approach information.
If you feel like you can't learn something important - even after you use a method a friend, a parent, a colleague, or a teacher suggested - you might have a different learning style than that person and their approach might now be the best approach for you. You learn and processes information in your own special way, though we all share some learning patterns, preferences, and approaches. Knowing your own style can also help you realize that other people may approach the same situation in a way that's different from your own.
I meet learners of all ages who think they're dim, dumb, lazy, or crazy because they can't understand materials the way the others do. When these learners can match the way they approach information with the way they learn, they see dramatic improvements in understanding, meaning making, self-image, and for students - grades.
Learning style assessments provide you an opportunity to learn how you are likely to respond under different circumstances and how to approach information in a way that best addresses your own particular needs.

Perceptual Modalities
The learning styles assessments I find most helpful examine how you take in information through your senses. Researchers call these sorts of assessments "perceptual modality assessments." They look at how you see, hear, feel, and move through the world. Those perceptions deeply affect your ability to learn. Whether you tend to rely more or less on one sense than another has a tremendous influence on how you interpret new experiences and succeed in whatever you work with each day. Take a perceptual modality assessment now.

Multiple Intelligences
Howard Gardner asserts there are at least seven modalities (referred to as intelligences) that can be used to describe your individual style. His work encourages everyone to think about learning in new and creative ways. On this site I link to several multiple intelligences assessments.
This work suggests people can be:
1. Verbal-linguistic: sensitive to the meaning and order of words
2. Musical: sensitive to pitch, melody, rhythm, and tone
3. Logical-mathematical: Able to handle chains of reasoning and recognize patterns and order
4. Spatial: perceive the world accurately and try to re-create or transform aspects of that world
5. Bodily-kinesthetic: able to use the body skillfully and handle objects adroitly
6. Interpersonal: understand people and relationships
7. Intrapersonal: possess access to one's emotional life as a means to understand oneself and others.

Mind Styles
According to Anthony Gregorc, there are four basic learning styles. Gregorc's Mind Styles model categorizes learners as Concrete Sequential (CS), Abstract Sequential (AS) Abstract Random (AR) and Concrete Random (CR).
1. Concrete Sequential (CS) learners are hardworking, conventional, accurate, stable, dependable, consistent, factual, and organized.
2. Abstract Sequential (AS) learners are analytic, objective, knowledgeable, thorough, structured, logical, deliberate, and systematic.
3. Abstract Random (AR) learners are sensitive, compassionate, perceptive, imaginative, idealistic, sentimental, spontaneous, and flexible.
4. Concrete Random (CR) learners are quick, intuitive, curious, realistic, creative, innovative, instinctive, adventurous.

Learning Styles Indicator
David Kolb's Learning Style Model classifies learners as having a preference for 1) concrete experience or abstract conceptualization (how they take information in), and 2) active experimentation or reflective observation (how they internalize information).
1. Type 1 (concrete, reflective). A characteristic question of this learning type is "Why?" Type 1 learners respond well to explanations of how course material relates to their experience, their interests, and their future careers. To be effective with Type 1 students, the instructor should function as a motivator.
2. Type 2 (abstract, reflective). A characteristic question of this learning type is "What?" Type 2 learners respond to information presented in an organized, logical fashion and benefit if they have time for reflection. To be effective, the instructor should function as an expert.
3. Type 3 (abstract, active). A characteristic question of this learning type is "How?" Type 3 learners respond to having opportunities to work actively on well-defined tasks and to learn by trial-and-error in an environment that allows them to fail safely. To be effective, the instructor should function as a coach, providing guided practice and feedback.
4. Type 4 (concrete, active). A characteristic question of this learning type is "What if?" Type 4 learners like applying course material in new situations to solve real problems. To be effective, the instructor should stay out of the way, maximizing opportunities for the students to discover things for themselves.

Myers-Briggs
The Myers-Briggs Type Indicator, based on the work of Carl Jung identifies 16 personality styles based on:
How you relate to the world (Extravert or Introvert)

Extraverts try things out, focus on the world around

Introverts think things through, focus on the inner world of ideas.
How you take in information (Sensing or iNtuiting)

Sensors (practical, detail-oriented, focus on facts and procedures)

Intuitors (imaginative, concept-oriented, focus on meanings and possibilities)
How you make decisions (Thinking or Feeling)

Thinkers are skeptical, tend to make decisions based on logic and rules

Feelers are appreciative, tend to make decisions based on personal and humanistic considerations
How you manage your life (Judging or Perceiving).

Judgers set and follow agendas, seek closure even with incomplete data

Perceivers adapt to changing circumstances, resist closure to obtain more data.
For example, one learner may be an ESTJ (extravert, sensor, thinker, perceiver) and another may be an INFJ (introvert, intuitor, feeler, judger). On this site I include links to several temperament assessments.

Others
There are other ways to organize learning style models. These fall into general categories such as information processing, personality patterns, and social interaction.

Information processing distinguishes between the way you sense, think, solve problems, and remember information. You have a preferred, consistent, distinct way of perceiving, organizing, and retaining information. Kolb's Learning Styles inventory, Gregorc's Mind Styles Model, and Keefe's Human Information Processing Model.
Personality patterns focus on attention, emotion, and values. Understanding these differences allows you to predict the way you'll react and feel about different situations. The Myers-Briggs Type Indicator and the Keirsey Temperament Sorter are two of the most well-know personality pattern assessments. A lesser known assessment is Dellinger's Psycho-Geometrics.
Social interaction looks at likely attitudes, habits, and strategies learners will take toward their work and how they engage with their peers when they learn. Some learners are independent, dependent, collaborative, competitive, participant, and avoidant. Reichmann and Grasha as well as Baxter Magolda have developed assessments.

18/12/10

Learn to Design, not just Deliver Mr/Ms Trainer!

SREE NIDHI S K
Director - Oscar Murphy International, Singapore & India

Many trainers struggle with their training not knowing what goes into designing a quality program. A top trainer understands that he / she is not just a courier boy. Since a top trainer knows the design process, he/she takes additional interest at the preparation phase itself. That’s how his / her ability to deliver a highly effective training becomes relatively easy.

The trainer, who learns to design the training, surely has an advantage to deliver better. The good design is the foundation of any good program but many trainers are not fully equipped in the art and science of training design. The design phase needs to be integrated with the development phase. The trainers learn to work from training goals and objectives to design a training methodology that can be implemented effectively to meet the learning goals and program expectations.

The design phase also includes identifying key learning objectives that helps in reaching the learning goals. So what goes into course content, lessons and the sequence of lessons, the flow, design of activities to suit different audience groups becomes highly relevant. The right approach to run the pilot program during the development and testing phase, to ensure the content is able to meet with program objectives. Design phase includes identifying evaluation criteria to evaluate if course content is understandable by learners.

The more complex the training, the more the effort needed during the design phase of preparation. The design pays particular attention to different learning styles, personality traits, multiple intelligence, communication patterns, leadership attributes and more.

You cannot go to war without adequate preparation likewise the design is the preparatory phase of the training delivery. Learn to prepare for your training by learning to design effectively and efficiently.

27/11/10

Decembers 2010 WTS (Workshop, Training, & Seminar)

- Outclass Training: "Organization Commitment"
Outline : building loyality & commitment for institution/organization and OCB
Time & Place: Baturraden Adventure Forest, December, 18, 2010
Trainer : Ugung DA Wibowo and Grand Java Team
Trainee : Komisi Pemilihan Umum (KPU) Purbalingga



- Workshop: "Sizzling Powerpoint for Presentation & Training"
Outline : know how to sizzling the interesting powerpoint for effective presentation and training delivery
Time & Place: Aula FT UMP, December, 30, 2010
Trainer : Ugung DA Wibowo & Prima Indramajid
Trainee : public


- Workshop: "Jobhunting Training"
Outline : can writing excellent application letter & CV, and know how to handle psychotest & interview test
Time & Place: Aula FISIP Unsoed & Aula D-202, December, 16 & 22, 2010
Trainer : Ugung DA Wibowo
Trainee : Students of FISIP Unsoed & FE Unsoed

- Training: "Motivation"
Outline : Knowing SWOT of self, building the big dream, self efficacy
Time & Place: SMPN 1 Purbalingga, December, 12, 2010
Trainer : Ugung DA Wibowo
Trainee : Student of SMPN 1 Purbalingga

- Workshop: ""
Outline :
Time & Place:
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Trainee :

01/11/10

Motivational Leadership

By Brian Tracy

Motivational leadership is based on The Law of Indirect Effort. According to this law, most things in life are achieved more easily by indirect means than they are by direct means. You more easily become a leader to others by demonstrating that you have the qualities of leadership than you do by ordering others to follow your directions. Instead of trying to get people to emulate you, you concentrate on living a life that is so admirable that others want to be like you without your saying a word.

The Most Powerful Motivational Leaders
Perhaps the most powerful motivational leader is the person who practices what is called "servant leadership." Confucius said, "He who would be master must be servant of all." The person who sees himself or herself as a servant to others and who does everything possible to help them perform at their best is practicing the highest form of servant leadership.

The Leader of Today
Today's leaders are the ones who ask questions, listen carefully, plan diligently, and then build consensus among all those who are necessary for achieving the goals. The leader does not try to do it all alone. The leader gets things done by helping others do them.

Qualities of Leaders
The following are important qualities of motivational leaders. These are qualities that you already have to a certain degree and that you can develop further to stand out from the people around you in a very short period of time.

Vision
The first quality is vision. This is the only single quality that, more than anything separates leaders from followers. Leaders have vision. Followers do not. Leaders have the ability to stand back and see the big picture. Leaders have developed the ability to fix their eyes on the horizon and see greater possibilities.

Motivate Others
The best way for you to motivate others is to be motivated yourself. The fastest way to get others excited about a project is to get excited yourself. The way to get others committed to achieving a goal or a result is to be totally committed yourself. The way to build loyalty to your organization, and to other people, is to be an example of loyalty in everything you say and do.

The Ability to Choose
One requirement of leaders is the ability to choose an area of excellence. Just as a good general chooses the terrain on which to do battle, an excellent leader chooses the area in which he and others are going to do an outstanding job. The commitment to excellence is one of the most powerful of all motivators. All leaders who effect change in people and organizations are enthusiastic about achieving excellence in a particular area.

Action Exercise
Try a new attitude toward your employees; show up on Monday morning and be positive and cheerful. If you are motivational, your attitude will rub off on your employees and they will work more efficiently.

Info 4 My Students: Slide of MK O/I Psychology

“the scientific study of the relation between man and the world at work; the study of the adjustment people make to the place they go, the people they meet and the things they do in the process of making a living” (Guion, in Muchinsky 1983)

“both the study of behavior in organizational and work settings and the application of the methods, facts, and princiiples of psychology to individuals and groups in organizational and work settings” (APA).

Those are two of definition of Organizational & Industrial Psychology (O/IP).
Lets study its by this slide and the handbook (diktat)

1. definition, concept, and history of O/IP, please click here and "the diktat"
2. individual difference and its measurement, please click here and here and "the diktat"
3. work motivation, please click here and "the diktat"
4. work satisfaction, please click here and "the diktat"
5. work stress, please click here and "the diktat"
6. job analysis, please click here and "the diktat"

and post mid-semester

7. recruitment and selection, the dictat please click here
8. compensation/salary, the dictat please click here
9. training, the dictat please click here
10. promotion & mutation, the dictat please click here
11. engineering psychology, the dictat please click here
12. consumer psychology, the dictat please click here

01/10/10

Powerpoint Jobseeking Training - Ugung DA Wibowo

Dear, jobhunters...

Jobhunting is one of the process to get career. Every your application letters are investment. Every step in the process is the journey to growing up. Just enjoy... always evaluate and learn every step in your way.

So, you can download the powerpoint slide of "Jobhunting Training" any time. Here is...

slide: jobhunting training cilck here
slide: writing application letter cilck here
slide: writing resume & CV click here
slide: handling interview test click here
slide: handling psychotest click here
curicculum vitae
application letter

curricculum vitae (untuk pemberkasan CPNS)
application letter (untuk pemberkasan CPNS)
aptitudescholastictesting of PNS

Link: UMK Jawa Tengah & UMP se-Indonesia

God bless U

Best regards,

Ugung DA Wibowo

The Keys to Personal Power

By Brian Tracy

Everyone wants to be popular with others. You want to be liked and respected among your friends, family, and associates. Above all, you want to like and respect yourself, and to feel yourself to be a valuable and important person. Fortunately, everything you do that makes other people feel good about themselves makes you feel good about yourself as well. You can actually improve the way you feel by making other people feel important. This is the key to great personal relationships.

The Easiest Way
The first need that each person has is for acceptance. Whenever you express unconditional acceptance of another person, his or her self-esteem goes up. The person feels valuable and important as a unique and special individual.

An Attitude of Gratitude
The need for appreciation is a deep subconscious desire of every person you meet. When you satisfy this need, you will become one of the most popular people in your world. And what is the key to expressing gratitude and appreciation? Simple. Just say, "thank you" on every occasion.

The Deepest Craving of All
Perhaps the deepest emotional need that people have is the desire for praise and approval. Each person is deeply affected by the quality and quantity of approval they get from others, especially others who they respect very much.

Looking Good
Another way to build self-esteem in others, and to make them feel important, is to express admiration on every occasion. Make it a policy to admire people for their accomplishments, behaviors, possessions, and personality traits.

Practice "White Magic"
This means practice listening closely to others when they are talking. It is one of the most powerful self-esteem building behaviors of all. Whenever you listen attentively to another, their heart rate speeds up. They feel happier and more valuable. They like and respect you more as a result. The more you listen closely to another person, the more that person feels that you are important and valuable as well.

Four Keys to Listening
The keys to effective listening are simple. First, listen attentively, without interrupting. Second, pause before replying. Don't rush in with whatever is on your mind. Third, questions for clarification by asking, "how do you mean?" Finally, feed it back in your own words.

The Great Design
As Aristotle said, "Man is a social animal." We live our lives within the context of our relationships with others. The more and better relationships we have, the happier and busier we are. The more you stay involved with other people, the longer you will live and the more enjoyable will be those years.

Action Exercise
Pick out the person that you like the least that you deal with on a day to day basis. Next time you see that person admire something about them. You can comment on their dress, grooming, work or even their possessions. You will be surprised how differently that person will react to you in the future.