Part I: Learning Together in the Digital Era of Education

Cause and Effect between social studying and effective teamwork is too often overlooked. Although this phenomenon applies cross industry, the emerging state of tech faced with a shortage of workers inspires a focus on why and how work environments inspire cheerful, productive teams that stick around. This leads to an analysis of adult motivation, accountability, belonging and resilience resulting in an upward trend in satisfaction and return on investment when it comes to community oriented experiential learning on the job.

Motivation involves a transition, as we grow, from external to intrinsic motivators. Particularly when it comes to learning[1]. Adults respond best to self-directed, application based learning. Some call this experiential learning. Intrinsic motivation is often driven by the potential for increases in self esteem, responsibility and self fulfillment, leading to a greater sense of self worth and belonging.

Belonging and Accountability drive development. In order to belong, we strive to maintain positive, functional connections and this involves putting money where your mouth is. Just like going to the gym with a trainer or partner vs. running by yourself (which most people skip out on more often than when there is an external form of accountability). So while our motivators are internal, an evolutionary need to belong means discussing plans and progress with peers helps the learning process by developing a sense of belonging to community at work[2]. In an ever changing environment, there is also a growing appetite amongst an aging workforce to feel a sense of belonging to an industry that is developing faster than they can train.

Resilience grows with confidence. Confidence is often rooted in connections with one’s community and colleagues[3]. The ability to be agile and resilient to the changing economy of work is recognized as the most important skill sought by employers of today and the future. This requires acknowledgement of a growing need for flexibility, adaptation and even improvisation in situations predominantly characterized by change and uncertainty[4].

What’s Next? In light of this, SAP Education North America has launched a Learn Together program to help individuals and teams spark the conversation about training. Take a look at the full list of instructor led training options here, and== read on about the Learn Together program. You can also sign up for some free open SAP courses with your peers and colleagues.

Don’t hesitate to reach out to edudst@sap.com with any questions or for more resources or information.

[1] Knowles, M. S. (1950) Informal Adult Education, New York: Association Press. Guide for educators based on the writer’s experience as a programme organizer in the YMCA.

[2] Jerome, Nyameh. Application of the Maslow’s hierarchy of need theory; impacts and implications on organizational culture, humane resource and employee’s performance. International Journal of Business and Management Invention. 2013; 2:3.

[3] Rees CS, Breen LJ, Cusack L, Hegney D. Understanding individual resilience in the workplace: the international collaboration of workforce resilience model. Frontiers in Psychology. 2015;6:73. doi:10.3389/fpsyg.2015.00073.

[4] Worline, M. C., Dutton, J. E., Frost, P. J., Kanov, J. M., Lilius, J. M., & Maitlis, S. (2004). Creating fertile soil: The organizing dynamics of resilience. Paper submitted for publication, University of Michigan.