Training Industry Magazine - Spring 2024 - 13

SCIENCE OF
LEARNING
SRINI PILLAY,
M.D.
3 CHALLENGES TO LEARNER ENGAGEMENT,
AND HOW TO SOLVE THEM
To be engaged in learning, learners
must be " on. " But there are several
threats to being " on " that learning and
development (L&D) leaders would be
wise to consider as they implement
upskilling or change management
programs. After all, by being aware
of threats impacting the brain's
engagement, L&D leaders are more
likely to be successful at implementing
programs. Let's take a look at some of
the common barriers to being " on, " and
explore how L&D can move past them.
CYNICISM
Cynicism - a belief that self-interest
is the ultimate motive guiding human
behavior - is on the rise. It is greater
when supervision feels abusive, and it is
a key feature of burnout, in part because
it increases when people feel stressed.
A recent study of about 200,000
individuals from 30 countries found
that cynical (vs. less cynical) individuals
generally do worse on cognitive ability
and academic competency tasks.
Actions: L&D leaders should ensure
that learning does not occur in an
abusive environment, and they should
prioritize burnout reduction prior to
implementing learning programs.
Burnout reduction is likely to be
more successful if this becomes an
organizational cultural imperative and
a more widespread initiative.
CHANGE FATIGUE
When there is constant change,
fatigue may ensue. This fatigue
can impact work performance and
learning. Fatigue also has an emotional
dimension, because people who are
anxious may be more fatigued due to
the additional strain of the anxiety.
In the brain, the circuits that are
affected include those involved in a
sense of excitement and motivation.
Both are compromised. As a result,
learning may be impacted too.
Actions: It's one thing to adapt quickly.
It's another to strain the brain's capacity
such that people feel deeply anxious.
For example, in late 2022, ChatGPT
broke records as the AI platform
reached 1 million users in less than a
week. Along with this, tasks may be
completed at a much faster rate - but
this may exceed the brain's capacity to
cope with an accelerated workflow.
L&D leaders should roll out change
initiatives at a rate that is competitive
yet well-planned and reasonable.
Foster a collaborative environment
and encourage a growth mindset,
as recovery from errors will be faster
and easier, thereby reducing change
fatigue. Space out learning so that
people have a chance to internalize it.
RISK AVERSION
When employees are risk-averse, it
can slow learning down. People often
become overly reliant on external
guides, skipping the special features
of embodied learning that come from
agency and daring to make intimate
contact with the learning experience.
In the brain, learning how to modulate
anxiety can change brain circuits such
that aversion to risk or loss is less.
Actions: For new learning to be
successful, learners often must make
the process their own. This involves
experimenting with the learning
TRAINING INDUSTRY MAGAZINE - SPRING 2024 I WWW.TRAININGINDUSTRY.COM/MAGAZINE
process, and problem-solving through
discovery. One way of reducing
risk sensitivity is by using the " do
one then see one " method, where,
rather than first observing how to
do something, people can be given
minimal instructions and then asked to
discover how to do something.
FOR NEW LEARNING
TO BE SUCCESSFUL,
LEARNERS MUST
MAKE THE PROCESS
THEIR OWN.
For example, if using a new video
editing technology, rather than reading
through the instructions first, learners
can simply experiment on their own
prior to formal learning.
By keeping these basic principles
of learning in mind, L&D leaders can
increase their chances of successful
learning programs. To remember these
five principles, consider the mnemonic
BRAVE, which stands for Burnout
reduction, Reasonable Change Pace,
Agency in Learning, Vitality program,
and Encourage a growth mindset. This
can provide a framework for a deeper
dive into brain-based contextual
factors that can enhance learning.
Dr. Srini Pillay is the CEO
of NeuroBusiness Group. He is a
Harvard-trained psychiatrist and
neuroscientist, on the Consortium for
Learning Innovation at McKinsey &
Company, and author of " Tinker Dabble
Doodle Try. " Srini is also co-founder, chief
medical officer and chief learning officer
of Reulay. Email Srini.
13
Training Industry Magazine - Spring 2024

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