Doing is what causes all types of learning to occur. Other ingredients of learning are purpose, nourishment, tenacity, and time. But without the doing part, as is well known, retention suffers and the ability to apply what was learned degrades quickly. And the vetting of doing helps ensure that what is applied makes sense.

Some managers are still convinced that the organization is too busy to take time ?away from work? for learning. Once we understand the self-aligning and self-cleansing power of learning by doing, we will be able to create true learning cultures. When we all spend our days learning by all three types of doing, then we will all be winners.

At the Water Cooler of Learning by David Grebow

We have become obsessed with formal learning in the workplace. In our zeal to learn, we have transferred the formal model of learning into the collective mind of our corporations. Even e-learning is simply less-expensive formal learning at a distance.

Old Dogs, New Tricks, and a Few Simple Opinions by Kellee Sikes

As we get older, most of us realize jumping through hoops of fire at the circus we call work isn?t worth the milk bone any more. So, is it true? Can old dogs really not learn new tricks?

Creating a Learning Culture by Marcia L. Conner and James G. Clawson

Today it seems that organizations need to be able to do more than just adapt; they must be able to do so quickly, in the face of ever changing conditions. And if organizations are to adapt quickly and intelligently, they must make learning a central part of their strategy for survival and growth. If leaders and the people within their organization are learning all the time, faster than competitors, and applying the right strategies at the right times, the organization has hope.