The Way Humans Naturally Learn
When THRIVE started looking at the problems companies were struggling within the area of providing their employees with training and learning services, we knew that our core idea of Designed Spaced Learning was an effective way to interact with individuals.
Our chief scientist worked in the lab of the inventor of the Ecological Momentary Assessment model and understood how people learn and retain information. Based on the principles of Cognitive Neuroscience, we know that information is comprehended and retained better when that knowledge is activated in the moment, within natural environments – such as the workplace. In other words, in context.
From Idea to Pilot
In 2014 we began our first pilot using this method, delivering ongoing interactions through a flexible conversational messaging platform. It wasn’t long before we started seeing articles from companies offering Drip-Learning, Interval Learning, Spaced Learning, etc.
These articles all promised the same outcome – greater retention of training materials. That is exactly what will happen if you know the rate that the information is forgotten. This is most commonly described using the Ebbinghaus Forgetting Curve, developed over 130 years ago. This Forgetting Curve lets you measure the rate at which information is forgotten so that you can reinforce at the ideal time.
This Forgetting Curve is extremely important and represents the minimum requirements to deliver digital information effectively enough to carry knowledge – information that people retain, use, and build on. At THRIVE, this is the foundation of our learning programs and the launchpad for our ongoing aspirations.
Taking Learning a Step Further
THRIVE takes learning a step further than retention and reinforcement of core materials, by providing the context to allow our customers to excogitate. Wait…what? We’ll explain.
The word Excogitate comes from the Latin excogitare, which means “found by thought”. This goes beyond retaining and reciting information, to actually using knowledge to think about and analyze a situation.
While other educational products want to make sure that at the end of a course you “know what is known”, THRIVE just considers this the starting point. For this reason, we use Learning Conversations – not “courses”.
Our ongoing Learning Conversations help our clients discover and understand things about their organization no one knew before. We encourage critical thinking and mindfulness to produce wide Thought/Action Menus around whatever topic is being discussed. This means people are doing what they do best – creating new solutions.
THRIVE allows companies to “teach” innovation at the personal level, as opposed to an abstract and lofty pursuit. We help empower individuals to share and test new ideas throughout all levels of the organization.
The Results? Innovation.
When individuals are able to learn and share something that no one else knew before them, they develop innovative and unique approaches to the opportunities and challenges they face at work. This ongoing innovation reduces the chance of a team or organization remaining grounded in past processes, helping to avoid the dreaded “this is how we’ve always done things” syndrome.
Nothing slows down innovation and creativity more than the belief that because things were one way, they will always be that way.
If your organization is looking for ways to incorporate new training methods, like Spaced Learning, you owe it to yourself to contact us at firstname.lastname@example.org. We aren’t just using a new method to teach yesterday’s information – THRIVE Learning System is built to prepare your organization for tomorrow’s problems.
Creating Great THRIVE Experiences – An Introduction
Hello! Thanks for checking back. In today’s blog we’ll introduce some general tips that content creators can use to help them write, design, and build impactful and engaging THRIVE Experiences.
The Act vs. the Art of Listening
Are leaders really listening to what employees are saying? The endless surveys would indicate they want to know what is on the minds of workers, but is this feedback actually impacting or improving the job beyond an increased demand for more 'positive surveys’ ?