Learning to Learn the Model and Approach: Aspiration, Self-Awareness and Curiosity

Get top class preparation for UGC right from your home: Get detailed illustrated notes covering entire syllabus: point-by-point for high retention.

Download PDF of This Page (Size: 111K)

What is Learning to Learn & Why?

  • Industries consolidating, new business are emerging with new technology and evolving consumer behavior

  • The ability to learn faster than your competitors may be the only sustainable competitive advantage.

  • Not resisting biasness against new things, scanning the horizon for growth opportunities, and pushing yourself to acquire radically different capabilities.

  • Four attributes: aspiration, self-awareness, curiosity, and vulnerability

Aspiration

  • Ambition or motivation or you don’t have it

  • Learners can raise their level of aspiration

  • Focus on positive aspects and reap rewards

  • Nicole Dealing, a psychologist at the University of Utah, encouraged aerialists and speed skaters to picture themselves benefiting from a particular skill, they were much more motivated to practice it.

Self-Awareness

  • Need to solicit feedback and recognize how others see them

  • Focusing on benefits, not challenges, is a good way to increase your aspiration.

  • They accept that their perspective is often biased or flawed and then strive for greater objectivity, which leaves them much more open to hearing and acting on others’ opinions. The trick is to pay attention to how you talk to yourself about yourself and then question the validity of that “self-talk.”

  • share reports and invite discussion, and then set clear priorities—backed by quarterly team and individual goals, regular prog​ress checks, and troubleshooting sessions.

Curiosity

  • It is a drive as hunger and thirst

  • Great learners retain this childhood drive or regain it through another application of self-talk. Instead of focusing on and reinforcing initial disinterest in a new subject, they learn to ask themselves “curious questions” about it and follow those questions up with actions.

Vulnerability

  • NO fast failures at work - Once we become good or even excellent at some things, we rarely want to go back to being not good at other things

  • In fact, the researchers Robert Wood and Albert Bandura found in the late 1980s that when people are encouraged to expect mistakes and learn from them early in the process of acquiring new skills, the result is “heightened interest, persistence, and better performance.”

  • The ability to acquire new skills and knowledge quickly and continually is crucial to success in a world of rapid change.

Developed by: