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Honey and Mumford Learning Style

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Honey and Mumford introduced four distinct learning styles namely Activists, Reflectors, theorists and Pragmatist, (Mumford, (1999)) of which everyone has their own way of learning.

1.5 Implications of Learning Styles

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To me, theories, and words prior to practices seems understandable but not the opposite of it. My learning style constitutes both being a theorist plus pragmatist. A theorist can dwell into thinking “What, why, and how things happen”, until and unless it gets resolved after many failing attempts of thinking and then being able to apply it practically. Some people can have a glimpse of experiments and concept sits in their brains making them too quick to apply it without thinking. While there are some people, who underestimates their capability of understanding anything at once and try hard to put a sequence to hypothesis of the performed action or experiments, and when hypothesis gets aligned after many questioning strategies, this is when learning takes place for them. These theorists are not adaptable into any situation that cannot define reasons of why something is happening. Theorists needs clarification behind every concept, every strategy, to unfold their own science in making it easily applicable.

Theories are not that easy to align in a mind of theorist especially in a person who already owns his kind of concept – oriented mind. The theorists mind deals with making own assumptions by reading, thinking and research. Each and every time a new model and thinking pops up asking another question “How this could be possible?” or “Why did it happen this way?” this is the capability of their bifurcated minds.

Looking into every perspective is passion and obsession for them. Even if somebody tries to show up “This has to be done this way, it is so easy”, despite that a theorists thirst and hunger for need of logic and rational thinking cannot be filled. They are still moving to making their own conclusions based on understandings after investigation, this is what makes a theorists a theorist. They are keen to find new theories, when one is completely understood and implemented.

1.6 Contributing to an agile organization

Based on these capabilities, if a theorist in addition to pragmatist is hired in an agile organization, to contribute his / her ability of helping, such an employee can contribute in these ways.

Agility in an organization means being adaptable to external environmental competition and always fluctuating trends (Holbeche, (2018)). Agility in an organization is important in order to compete the competitors, stay in market and in making good relations with customers, moreover, developing new technologies, products and services etc. (Holbeche, (2018)). In an agile organization, where people are mainly involved in moving the organization, so their learning, speed and access to new technology helps getting ahead of competitors (Holbeche, (2018)).

A theorist in an agile organization might help in learning and scanning of new ideas and being a pragmatist, he might be helping in formulating a standard way of applying theory in practical. With the help of other people, teamwork and division of tasks of doing research and making new concept, innovations and strategies can be achieved easily. Concept that fits well with the organization, will be applied strategically with careful analysis. Steps will be taken carefully to reduce vulnerability and risk of failure. In – depth research will be conducted before jumping on to conclusions. By saving the organization from excessive costs and keeping a balance use of resources and employees efforts. To offer the organization a helping hand in making up of useful presentations, slides, charts and objectives to make a concept for employees and management before working on any task. Finding methods of mitigating risks of downfall. Keeping a backup plan if any disruption erupts. Keeping speed of innovation at minimum pace at which market is innovating, as innovation at faster pace costs millions because it was not in accordance with market demands.

Conclusion

In order to achieve strategic goals and benefits, the organisation with support of its top management and employees should integrate patience, efforts and time, as these are the key success factors. Keeping a flat organisational structure helps management to support workforce, and thus encourages them to work hard. Effective communication is most important between an organization CEO and management plus employees, in order to communicate ideas and taking feedback of all stakeholders. Embedding national culture in every aspect makes organization unique in practice and in every perspective.

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