motivational analysis of organizations

5. To develop an instrument that will generate thought and discussion about the
process of learning, so that program content will be seen as only a part of the
total learning experience.
THE MODEL
The Learning Model for Managers (see Figure 1), which was based on these goals, has
been used in industrial settings, in graduate and undergraduate courses on management
and organizational behavior, and in offices in the United States and other countries. The
instrument is simple to use and is designed to help the instructor or trainer explain the
importance of being able to learn in many different ways, including experiential
learning.
Learning comes not only through thinking or cognition, but also from experience
and affect or feeling. Although some people have realized this fact for a long time, it is
still “good news” for many when they discover that it is acceptable to be emotional and
have feelings and that they can take pride in being able to learn from emotions and
feelings. Although everyone probably has a mixture of learning preferences, a way was
needed to identify a person’s preferred position on a continuum from the cognitive to the
affective.
Figure 1. The Learning Model for Managers
The Pfeiffer Library Volume 19, 2nd Edition. Copyright © 1998 Jossey-Bass/Pfeiffer ❚❘ 59