The Learning Spiral: Our Method

We believe that to make people learn and change behaviour at work, people’s hearts, minds, and hands have to be involved. At Celemi, we are convinced that people learn from exploration, discovery, and experience. Therefore, we do everything we can to make sure that our solutions are fun, engaging, and trigger learning that sticks. In our solutions, we let participants face challenges based on their business realities through different scenarios, so that they are motivated to learn – without noticing. This is, as we see it, the real Power of Learning.

We make sure to embed learning triggers. A trick is to always give people time to process information – to really get the chance to understand. People need time and good conditions for dialog, learning from each other, to process new information. Hence, we don’t accept short-cuts.

To describe the method of ours, we use a model we refer to as the Learning Spiral. The Learning Spiral is our take on – or development of – the traditional A-I-D-A model (Awareness, Interest, Desire, Action).

Unique, perhaps, is the way we apply and use the model.

It’s when the process is repeated that real learning occurs. We call this the Snowball Effect. If people really get to see the big picture and figure out things for themselves, they can participate in making change happen. Change needs to happen through people.

Following the steps of the Learning Spiral, we allow people to get the full picture and connect the dots; they can get the AHA! experience. “I get it!” 

If you would like an explanation of the Learning Spiral, take a look at the video below.

The main take-away is; don’t take short-cuts.

Give people time to digest information; make sure they learn from each other and create good conditions for dialog.

The Learning Spiral

  1. People who have the desire to learn will always succeed. The trick is to help them find the right motivation. We make sure to create activities that trigger curiosity and enthusiasm.
  2. Next, we provide information about a key learning topic. We take care only to include the relevant information, so that key messages don’t drown in the flow. Less is often more!
  3. Allow people to process the new information, through carefully designed learning experiences based on dialogue, play and thought – a skill we have developed over the last three decades.
  4. Now comes the most important moment, the moment we have worked hard to lay the foundations for: when people reach their own personal “Aha!”: A gut-felt understanding of how things fit together that provides valuable new insights.
  5. Finally, we take that “Aha!” moment and help people discover what it means to them, in their daily work. We call this the Action phase.

The Power of Learning is about encouraging people to change their work habits, and it is about creating an engaging culture. The Power of Learning shifts an organization by mobilizing the people who make it what it is.