5 Individual Essays

Experiential learning can be described as "a process by which knowledge is created through the transformation of experience" (Corbett, 473). The theory of experiential learning provides insight into the mechanisms of learning and the different adaptations that people exhibit toward learning. An understanding of experiential learning theory is not only valuable in reference to the process of formal education but is also a useful adjunct to other personal lifelong learning skills, because it can be used in conjunction with a learning styles model that enables the individual to identify how he learns best.

The term "experiential learning" can be understood in two distinct ways first, as Borzak describes it, as a mode of learning that occurs by a "direct encounter with the phenomena being studied rather than merely thinking about the encounter," and second, per Houle, as "education that occurs as a direct participation in the events of life" (Smith). Peter Jarvis points out that much of the literature on experiential learning "is actually about learning from primary experience," i.e., learning through sensory experiences (Smith). Weil and McGill conceptualize experiential learning as categorized into four "villages": Village One (assessing learning derived from life and work experience), Village Two (experiential learning as a catalyst for changes in education following school), Village Three (experiential learning as a means o

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ut insists that incorporating adaptive learning is only the beginning; adaptive learning must give way to generative learning, in which the organization goes beyond coping and graduates to creating. The organization engaged in generative learning can see the systems that control events, allowing it to stop problems at their source rather than battling mere symptoms (Senge). Generative learning coupled with systems thinking liberates an organization to control its own events rather than trying to put out scattered fires; it becomes the master of its own destiny. Paper 2: Works Cited Clute, P.W. (1999). Change at an Oil Refinery: Toward the Creation of a Learning Organization. Human Resource Planning, 22(2), 24. Fullerton, J.P. Review of The Fifth Discipline. Retrieved on October 19, 2005 from: http://www.rtis.com/nat/user/jfullerton/review/learning.htm Funch, F. (1995) The Fifth Discipline. Retrieved on October 19, 2005 from: http://www.worldtrans.org/essay/fifthdisc.html Meen, D.E.; Keough, M. (1992). Creating the Learning Organization. The McKinsey Quarterly, 1, 58. Senge, P. (1990). "The Leader's New Work: Building Learning Organizations." Sloan Management Review, 7-23. 3. Self-Leadership and Self-Management As

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