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Peter M. Endres is the type of TV commercial that always runs just before 8 in the first - right after the weather. He was the one Chef the ergo insurance. and Gerald Hüther is a brain researcher.
Neither of them are educational experts. Nevertheless, they convey in their book “Lernlust.” more fresh knowledge on the topics of “learning” and “(training) education” and “motivation” than the majority of the educators on the blackboard or the HR managers in the meeting room.
Way with the synthetic islamic knowledge
With their personal experience from victories and defeats (“company founded and failed terrificly”) and a whole range of unspent ideas, Endres and Hüther appeal to teachers, bosses and team leaders in “learning pleasure”, the people on the other hand not by means of superficial tests and Stamp reviews.
It is much more important to recognize social competency, to promote motivation, and to convey knowledge in a holistic approach: no one needs synthetic islamic knowledge.
Not “what's possible”, but “what would still be possible”
The ability to solve conflicts in the workplace, to think into others or to steer one's own creativity on the right course. Unfortunately, the instructions are but in (almost) no textbook.
The Ergo man and the neurobiologist pass on the balls and arguments in dialog form. Sometimes with a wink of the eye controversial ("Are you personally out of puberty?"), Then again by mutual agreement they develop the ideal of a society willing to learn ("we are less interested in what works well than what would still be possible").
Fixed learning concepts are a discontinued model
In any case, they are unanimous in the fact that the learning concept screwed into the schools is an obsolete model:
“What counts are good grades for timpani in the shortest possible time. Today's students are unlikely to find their way around tomorrow's world if they have learned nothing more than greed. ”
How can operational learning work?
Business learning, according to the consensus, needs open channels, in which prejudices are corrected and old mistakes can be replaced by new experiences.
One possibility for this are mixed teams of “old” and “young”, whereby “for the younger ones an experience space would have to be created, in which multi-generational encounters and the transfer of experiences are made possible and experienced as positive.”
Leaders must be courageous
Questioning encrusted structures is also part of it, the ability to express criticism and endure. But how “, do you turn chickens into eagles when they are only at the chicken farm?”
With courage! And that has to be exemplified. Not from Lieschen Müller from the post office, but ideally from the director and his managerial staff, Endres: “Curiosity encourages courage. Courage reduces fear. Fear is one of the biggest preventers in the economy. ” This book definitely arouses curiosity about new learning experiences and practices!
Conclusion: convincing appeal to corporate culture
In their joint book “Lernlust.” Peter M. Endres and Gerald Hüther deliver a joyful, intelligent exchange of ideas on the subject of "learning" and "support".
All in all, a convincing appeal for a corporate culture that has to break with old rules and conventions in order to optimally exploit the knowledge and potential of the employees.
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