|
|
|
|
Let's start off with a definition of self-regulation. Basically it refers to how people think about, feel about, and take action towards goals. Researchers have found that students who regulate their learning processes do better on tests. No big surprise there. What they are learning today ("Test Preparation and Performance: A Self-regulatory Analysis, by Anastasia Kitsantas, Journal of Experimental Education, January 1, 2002) is that the reason why they do better on tests is because they use these patterns of self-regulation through the entire period of preparing for their exams. One key to effective self-regulation is self-monitoring and strategic process goals. Less effective self-regulation would involve perhaps as much studying. However, such a student would do less checking to see what has been learned. They would also focus on achieving a certain grade on a test, rather than placing a focus on what was learned. The students who use self-regulation throughout their test preparation period set strategic goals. They think through in advance how best to learn the material. They set up plans for reviewing, taking notes, joining study groups, etc. And they frequently test themselves on what they have learned before the test. This type of self-regulated learner also tends to be the type of student who is learning for themselves, rather than to get a high grade to please their parents or impress their classmates. What does all this mean to organizational managers? Two things stand out: 1) Many people will need help in learning new tasks. (In fact, we know that most people are not highly self-regulated when it comes to learning new tasks.) They need help in strategizing planning for goal accomplishment. This is where the manager needs to be a coach to his or her staff. And staff who are not highly self-regulated will need lots of feedback. For the self-regulated learner, this type of close supervision not be as necessary. 2) Managers also will need to find a balance between numerical goals and process goals. For example, if a goal is set to sell a number of products on a weekly basis, that be accomplished. But this goal not be balanced against selling to customers to gain their long-term business. So, if the goal is not solely a sales numbers goal, but has a process built into it of customer retention, managers might find their staff making better decisions about how to sell to customers. At TMI, we have been considering this issue carefully and have now developed a new program called The Sales-Service Link. As long as sales is seen as a numbers affairs, and service is viewed as a cost (albeit necessary), we have inadvertently put our staff in the position of working for that high grade without focusing on the long-term impact (learning in the case of education, and customer retention in the case of businesses) of their behaviors. And one thing the researchers have taught us is that focusing
on the high grade not be the best way to achieve it.
Janelle
Barlow, President TMI US
now makes the famous Time Manager training available while showing how to
utilize your Microsoft Outlook program as your planning and results tool.
|
||
|
|
TMI US
tel: 702 939-1800
Copyright © 2005, TMI US |