Informal and incidental learning in the workplace
Author(s)
Bibliographic Information
Informal and incidental learning in the workplace
（International perspectives on adult and continuing education）
Routledge, 1990
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Note
Bibliography: p. 254-264
Includes index
Description and Table of Contents
Description
Today, rapid change is a constant challenge in the workplace, and thousands of individuals need to be involved in continuous learning. Traditional training approaches, however, do not emphasize informal and incidental learning. Furthermore, since informal learning is seldom designed, learning outside of a structured experience may lead to mistaken or dysfunctional learning. Strategies for improving informal learning are urgently needed. Victoria Marsick and Karen Watkins respond to this need by taking a look at many assumptions about workplace learning outside of the classroom and by proposing methods to improve it. They develop a theory of informal and incidental workplace learning based on current developments in training and human resource development which they illustrate with case studies telling stories of adult education and human resource development practice. Their recommendations for the improvement of training which follow from these studies provide readers with guidelines on how to apply the ideas presented here.
Table of Contents
- Towards a theory of informal and incidental learning
- understanding learning in training
- informal learning
- how managers learn from experience - a Swedish experiment
- how community educators learn - Nepal and the Philippines
- how professionals learn - life experience and workplace educators
- incidental learning
- adult children of alcoholics in the workplace - incidental learning and intervention
- higher education administration - incidental learning of change
- human resource development - producing unintended consequences
- implications for practice
- conclusions and implications for informal and incidental learning
- challenges to human resource development.
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