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It is used to describe how organizations and teams develop an awareness of their own thinking, [2] learning how to learn, [3] [4] [5] where awareness of ignorance can motivate learning. [6] The organizational deutero-learning concept identified by Argyris and Schon [7] [8] defines when organizations learn how to carry out single-loop and double ...
Organizational learning is the process of creating, retaining, and transferring knowledge within an organization. An organization improves over time as it gains ...
Double-loop learning entails the modification of goals or decision-making rules in the light of experience. In double-loop learning, individuals or organizations not only correct errors based on existing rules or assumptions (which is known as single-loop learning), but also question and modify the underlying assumptions, goals, and norms that ...
His conclusions may be summarized as follows: the "Servant songs" were composed by a member of a Jewish community, but not of the diaspora, during the first half of the fifth century, between the composition of Job and Malachi; the author drew on Jeremiah, Deutero-Isaiah, and Job and in his turn influenced Trito-Isaiah and Malachi; the ...
In U.S. education, deeper learning is a set of student educational outcomes including acquisition of robust core academic content, higher-order thinking skills, ...
Universal Design for Learning is referred to by name in American legislation, such as the Higher Education Opportunity Act (HEOA) of 2008 (Public Law 110-315), [5] the 2004 reauthorization of the Individuals with Disabilities Education Act (IDEA), and the Assistive Technology Act of 1998.
Transfer learning (TL) is a technique in machine learning (ML) in which knowledge learned from a task is re-used in order to boost performance on a related task. [1] For example, for image classification , knowledge gained while learning to recognize cars could be applied when trying to recognize trucks.
The course of his career would cover three areas in this field: 1) the learning society; 2) professional learning and effectiveness; and, 3) the reflective practitioner. [18] Together with Chris Argyris , Schön provided the foundation to much of the management thinking on descriptive and interventionist dimensions to learning research. [ 19 ]