I recently joined the team here at CFS as a Marketing and Sales Assistant. At the start of my time here, the team had a recent breakthrough about the success of discovery-based learning.
Formally speaking, discovery-based learning is used in scholarly debates and psychological theories. However, here at CFS we use it as a tool to conduct sales training and shift thinking from the instructor or speaker to the salesperson or manager. It’s truly about discovery, as opposed to being “told” or given an answer.
For me personally, discovery-based learning has been about how I can use the tools used by CFS to fully grasp the ideals and goals of the company. From the time I began, I was provided with the tools I needed to learn and discover how to do my job–without the need for hand-holding and micro-managing.
Here’s why I believe discovery-based learning throughout my training made me more confident at what I do:
When someone on the team proposes a new idea to me, it’s done without giving every small, minute detail. Discussion in discovery-based learning usually leads to the best and strongest form of that idea or task.
The discussion depends on two things:
- Open-ended questions to create a stream of thought for those involved.
- The ultimate goal of the proposed task or idea.
When discussions are open and you have the ability to think through the entire process up to the end goal, you are given the opportunity to make a decision and trust that it will be advantageous.
Micro-managing leads to self-doubt and stress–both which inhibit your ability to perform.
There are some very common practices in life that require discovery-based learning in order to fully retain the information or skill.
What I mean by this is that there are certain things where the answers cannot simply be given to you–you have to discover how to do these things on your own. For example, walking, swimming, driving–really, discovery-based learning alongside practice can be applied to almost anything in life.
It is extremely difficult to perform a job or task when you are required to follow specific rules or instructions to a T. I’ve found that through discovery-based learning–and the discussions introduced above–my ability to retain information and apply it has improved significantly.
When you allow someone to discover how or why, you empower them to actually accomplish the how or why.
For me, it’s much easier to retain information that I’ve discovered than it is to try to live through another person’s words or ideas.
I, like many others, have experienced very good work environments as well as very bad work environments.
To expand on this, I’m defining good versus bad as the ability to grow and prevail versus not wanting to step on toes or reach beyond basic job requirements.
In my training at CFS, discovery-based learning enabled growth because I was able to grow as much as I was able to discover.
Open discussions in the office encourages discovery-based learning naturally, which ultimately promotes unlimited growth.
Discovery-Based Learning: Moving Forward
Discovery-based learning highlights that there are no right answers when it comes to development and learning.
New paradigms must be created, and the only way to do so is to push limits and have breakthroughs.
Because of discovery-based learning, I was able to ease into my new position without any qualms or doubts.
Do you have any ideas about how or why discovery-based learning invites self trust, retention, or growth? Comment below and tell us!