How to learn faster
Humans have an astonishing ability to learn, but our motivation tends to decline as we age, especially as we grow older. As children, we are naturally inquisitive and free to explore the world around us. As adults, we are so concerned with preserving what we have learned to resist any information – or data – that would challenge our views and ideas. Today, there is a high demand for employees with a high level of "learnability" who have the desire and ability to quickly develop skills and adapt to new information throughout their working lives. This demand has increased with recent technological developments.
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| How to learn faster |
One of the greatest cultural and intellectual changes of the digital age is undoubtedly the commodification of information and its accessibility from anywhere. By asking the right question, we can find the answer to almost anything we're looking for, as long as we can question the accuracy of the answers we get in this field full of misinformation and dirty data.
The most important career-related consequence of these was the devaluation of knowledge and expertise. What you know is now less important than what you can learn; and employers now pay more attention to people with general skills who can develop the right competencies in the future than people with specific competencies, especially if people are learning regularly and about different roles. We must remind you that the interest in people who can learn how to learn is not new. A century ago, French psychologist Alfred Binet, who pioneered the application of modern pedagogy and the science of child development in formal education, said, “Our first job is to teach [students] how to learn faster, not what seems to work best for them.” he said.
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| How to learn faster |
Ways to improve learning ability
Ability to use data
It is not access to data that makes a difference today, where everyone has access to the same information; The ability to use data is the capacity to transform existing data into useful information. Ironically, data redundancy can lead to a lack of information. Resisting digital distractions requires curiosity, a hungry mind, and discipline to learn. Unlike our evolutionary ancestors, who lived in a world where there are relatively few environmental stimuli and innovation is rewarded, ignoring new information is now more advantageous than learning. Just as our evolutionary tendency to maximize calorie intake is no longer compatible, our evolutionary predisposition to consume as much new information as possible is no longer advantageous in a world of abundant and cheap fast food, in the age of Facebook, Twitter, and "clickbait" news.
To make matters worse, today's jobs and careers often hamper our ability to learn, by constantly demanding high levels of performance and allowing us to focus our energies on achieving results rather than expanding our skills. Many employers are obsessed with results rather than promoting a culture of learning, constantly expecting higher productivity and performance, and these can become the biggest barriers to curiosity and learning. People who want to overcome them can take a look at these four suggestions:
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| How to learn faster |
Choose the right institution
Most people do not include "learning potential" in their criteria when choosing a job. Of course, learning potential is partly related to your personality, as well as your character traits such as learnability, curiosity, and openness to new experiences. Not surprisingly, intelligence is also a very important trait. However, regardless of these features, your desire to learn will be greatly affected by the job, career, and institution you choose. For example, research shows that an environment that encourages learning plays a crucial role in shaping our experiences and helping us develop new knowledge… To create a culture of learning, organizations must have psychological safety, diversity, openness to ideas, and time for reflection, all of which must be met in the short run. may hinder results.
Take time to learn
One of the biggest barriers to learning is time, especially when you focus on working at peak levels of performance. This is also true for your boss, so you can't expect them to spend time on your learning journey. In fact, your boss is too busy to devote time to learning. That's why it's so important to take charge of your own learning process and manage your professional growth and development. If you expect to be told what you will learn, you are not being proactive about your learning process. Even if no specific time is given to access them, it is up to you to take the time to learn.
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| How to learn faster |
Ignore your strengths
Even though it's easier to choose jobs where we can use our strengths – and talent is largely in the right place – we can only develop our newly acquired strengths by working with our weaknesses, so if you want to develop skills you didn't have before, or if you want to specialize in a new subject, you can rely on what you know. You will have to focus on what you don't know. Doing so takes courage – and the support of your employer. At times like these, finding close skills – leveraging some of your existing skills to learn new things or gain valuable experience in a new field – can be dangerous. Remember; Although it may cause you to perform relatively poorly in the beginning, doing so will increase your ability to learn new things and increase the variety of your strengths.
learn From others
Often think of learning in conjunction with formal education, but the greatest learning opportunities are organic and spontaneous, And this also applies to the workplace. Workplaces do not derive from structured lessons or educational materials, but from others; co-workers, peers, bosses, and especially advisers; including learning. In fact, formal learning intervention only develops skills in a particular subject or area of expertise, whereas spontaneous and social learning is more effective in acquiring new habits and improving practical behaviors. In addition, it is also stated that most of the problems we encounter in our daily working life are not well-structured but poorly defined, therefore they do not have an objectively correct solution and require adaptive skills rather than technical learning skills. However, this also requires correct feedback and being considerate of the suggestions of others – including criticism. Many of us are too busy trying to demonstrate competencies we forgot to learn, and we see asking for advice as a sign of weakness. Even though you have limited opportunity to learn from others, there is always something to learn about yourself: for example, you can understand how others see you. Answering this question will allow you to spot gaps and future learning areas.
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