Flow learning

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Flowlearning describes a basic principle in personnel development for motivating, systematic and self-determined learning in order to sustainably improve required competencies in appropriate alternation of goals / requirements and development. The principle follows the flow theory of Mihály Csíkszentmihályi . According to this, learning can be controlled in such a way that a corridor arises between excessive demands ( fear ) and insufficient demands ( boredom ) in which the deliberate, goal-oriented acquisition of intellectual, physical and social knowledge, skills and abilities is ideally exhilarating, but at least motivating for professional activity and further learning of competencies is experienced.

Differentiation from nature education

Flow learning in personnel development is thus differentiated from Joseph Cornell's natural pedagogical flow learning concept . The American nature educator describes how people can build a respectful and appreciative relationship with their natural environment through an intensive and harmonious experience of nature. The concept consists of four different levels that build on each other and flow into one another:

  1. Arouse enthusiasm;
  2. perceive focused;
  3. immediate experience;
  4. Let others share in your experiences.

This learning in the natural flow makes it easier for the participants of nature experience-oriented group work to move attentively and concentrated in nature, so that they can experience and experience the beauty of nature in a relaxed and conscious manner.

Systematic learning architecture

The flow learning principle in personnel development relies on a systematic learning architecture for the targeted, playful development of habits as routines for success in a special environment. The principle is characterized by a holistic, neuropsychologically based learning process with the following characteristics:

  • Integration of so-called on-, near- and off-the-job methods with a focus on on-the-job training (the aim is a ratio of 70-20-10 as a percentage of the method used)
  • coherent action by all stakeholders , ie human resources department, managers, colleagues and trainers / coaches
  • Multimedia offers for all learning dimensions, preferences and requirements
  • precise, accepted personnel diagnostics for individual needs
  • conceptual consistency of diagnostics and development
  • Self-determination of goals, priorities, measures, intensity and speed
  • Playful improvement every day through small learning impulses and exercise units in different situations and with different actors instead of often demotivating major learning efforts
  • direct feedback on step-by-step development measures
  • Gradual growth with the requirements of knowledge to make it successful, from beginners to professionals, for changing goals and all hierarchical levels or career levels.

Organizational framework

A decisive lever for the success of the flow learning principle is the willingness and coherent interaction of the stakeholders in the sense of a culture of the learning organization according to Peter Senge . Csikszentmihalyi describes the prerequisites as follows: “Without commitment from the top of the company, it is impossible to create a flow-conducive environment (...) But if we are concerned with personal growth and happiness, not business as usual, then we should we think about how we can transform the usual boring and compulsive jobs into flow-promoting activities. ”In his further argument, Csikszentmihalyi explains:“ What can a manager do to promote flexibility in the field of performance goals? As everywhere else, it is also best here to enable employees to learn by doing, to learn based on practical action and thus also to learn from mistakes. "This shows that the organization creates the framework for learning, The term learning organization can be misleading: Not organizations learn, but people within the organizations as their social reality context. This makes "learning" a new, not yet sufficiently recognized or even implemented discipline of strategic HR management, a success factor for change management and organizational development and ultimately a sustainable competitive factor in strategic corporate management.

Benefits in personnel development

With a systematic learning system based on the flow learning principle, companies can save up to 75 percent of the budget for training measures, claims Henrik Meyer-Hoeven, Professor of Organization and Personnel at the HSBA Hamburg School of Business Administration. In his inaugural lecture he stated: “Most trainings are pointless. Employees rarely perform better when they return from a seminar. (...) Only if new skills are learned and practiced on-the-job will there be noticeable increases in earnings. It is about the integrated management of all stakeholders for learning in small steps, which are controlled by the learner in a self-determined manner in terms of speed, media and content. This approach is flowlearning. ”If HR departments were able to develop appropriate learning systems for their employees, they would make a lasting contribution to the success of the company, gain acceptance from line managers and achieve a return-on-investment effect.

literature

  • Karl H. Beelich, Hans H. Schwede: The learning spiral. Learn successfully with a method. Würzburg 2002, ISBN 3-8023-1841-2 .
  • Subir Chowdhury: The Power of LEO. The revolutionary process for achieving extraordnary results. New York 2011.
  • Joseph Cornell: Experience nature with pleasure: nature adventure games for everyone. Mülheim an der Ruhr 1991, ISBN 3-927279-78-1 .
  • Joseph Cornell: Experience nature with children. Mülheim an der Ruhr 1999, ISBN 3-927279-97-8 .
  • Mihaly Csikszentmihalyi: The Secret of Happiness. Stuttgart 2008, ISBN 978-3-608-94555-3 .
  • Mihaly Csikszentmihalyi: Flow at work. The secret of happiness in the workplace. Stuttgart 2004, ISBN 3-608-93532-0 .
  • Thomas Sattelberger: The learning organization. Concepts for a new quality of corporate development. Wiesbaden 1991, ISBN 3-409-19144-5 .
  • Peter M. Senge: The fifth discipline. In: Art and Practice of the Learning Organization. Stuttgart. 2011, ISBN 978-3-7910-2996-2 .

Web links

Individual evidence

  1. ↑ Andreas Schelakovsky: Ecological instruction for children. Introduction. Gänserndorf / Austria 2007.
  2. ↑ Mihaly Csikszentmihalyi: Flow in the job. The secret of happiness in the workplace. Stuttgart 2004, p. 155f.
  3. ↑ Mihaly Csikszentmihalyi: Flow in the job. The secret of happiness in the workplace. Stuttgart 2004, p. 166.
  4. ↑ HSBA press release on the inaugural lecture by Prof. Dr. Henrik Meyer-Hoeven on May 29, 2015.