These principles can serve as guideposts for designing workplace learning and can accelerate the cultivation of experience.

这些原则可以作为设计工作场所学习的指标，可以加快经验的培养。

By Elizabeth Griep, Vice President, Advanced Workplace Learning, The Forum Corp.

Business’ rapid pace and the workforce’s changing face increasingly are altering the way in which we learn on the job, raising new organizational challenges best met by development opportunities based on proven principles of workplace learning.

商业的快速发展和渐增的劳动力流动正在改变着我们在工作中的学习方式，并出现了提高新的挑战，此工作场所学习原则所带来的机遇恰能应对这些。

The stakes are high, with implications for organizations’ strategic speed and potential sales and profit growth. Two-thirds of faster, more successful companies have leaders who learn and improve from experience continuously. Only one-third of slower companies exhibit that trait, according to research by The Forum Corp.

伴随着组织策略的发展、潜在销售量及利润的上升，这存在高风险。从The Forum Corp的研究中可以看出，三分之二发展较快、较成功的公司领导是从经验中不断学习和改进，仅有三分之一发展较慢的公司显示了高风险这一特点。

For learning and development (L&D) professionals, these trends pose important and difficult challenges: to provide learning at the moment of need, link the individual to the work and to others doing similar work, and build a collective pool of knowledge that the organization can leverage to bring value to the business. L&D leaders increasingly are being asked to enable knowledge-sharing and access, to distribute expertise, to catalog valuable learning experiences, and to look for opportunities to make sense of the wealth of institutional knowledge in their organizations.

对于学习与发展专业人士来说，这些发展趋势带来了重要而又困难的挑战：按需提供即时的学习，将个人与工作或者做相似工作的他人相链接，建立可以为组织业务带来价值的集体知识库。对学习与发展专业人士的要求越来越多，他们要确保知识的共享与获取、专业技能的传递、编排有价值的学习经验以及寻求机会理解组织中制度知识的价值。

It’s a tall order, but it can be done by following tried-and-true principles of workplace learning.

这是一个艰巨的任务，但可通过下面可靠的工作场所学习的原则来完成。

Smart, skilled, experienced employees and teams are critical to an organization’s success. Learning organizations that provide the necessary tools and support to employees and teams likely will help their companies become faster. And research has shown that companies that are faster at executing their strategies have an average of 40 percent higher sales growth and 52 percent higher growth in operating profit than slower companies.

敏捷、熟练、有经验的员工和团队是一个组织成功的关键。能够为员工和团队提供合适工具和支持的学习型组织能够帮助公司快速发展。研究表明，较快执行这些策略的公司比较慢执行的公司销售量增长平均高40%，营业利润增长高52%。

Bringing learning closer to the work

让学习接近工作

The need to integrate work and learning so that learning and work happen simultaneously is one of four major emerging challenges facing learning organizations, according to research undertaken by my colleagues and I at The Forum Corp.

根据我和我的同事在The Forum Corp研究来看，整合工作与学习，使学习和工作同时发生，这是当前学习组织面临的四大新生挑战之一。

 Managing new leaders and new workplace dynamics.

The emergence of next-generation workers as managers with different skills and expectations, particularly their intuitive relationship with technology, is challenging L&D professionals to creatively develop tools that appeal to all employees while appropriately addressing evolving learning behaviors and work patterns.

 管理未来领导人以及新的工作场所动态。下一代员工的崛起，比如有着不同技能和期望的经理，尤其是他们直观的技术关系，正挑战着学习与发展人员，促使他们在适当处理不断演变的学习行为和工作模式的同时，创造性的开发所有员工都可用的工具。

Making sense of the growing number of available learning tools.

The most successful companies realize that continuous learning is key to their success and that new Web-based tools, smart mobile devices, and increased connectivity enable their employees to learn more effectively.

合理利用越来越多的学习工具。最成功的企业意识到：持续的学习是企业成功的关键，新型的网络工具、便携的移动设备和不断增强的连通性使得员工的学习更高效。

Becoming cultivators of learning.

L&D professionals are taking on an expanded role as cultivators of learning who manage the corporate culture by capturing everyday learning and making that experienced-based knowledge available through databases.

成为学习的耕耘者。学习与发展专业人士承担了学习耕耘者的角色，他们通过捕捉每天的学习，把经验知识放入数据库，以此来管理组织文化。

To help guide L&D professionals, we have identified a set of six principles of workplace learning based on research, interviews with thought leaders and leading practitioners, and surveys.

为了指导学习与发展专业人士，我们根据研究与领导人和卓越的实践者的访谈和调研，界定了工作场所学习的六个原则。

These six foundational principles are mission-critical L&D levers for any business struggling to make heads or tails of the current learning climate. They are ground rules that can be built upon as business scenarios shift. They are:

对于一些想要搞清楚当前学习环境的企业来说，这六项基本原则是关键的学习与发展手段。这是他们转变经营环境的基本规则。他们是：

1.Link learning to value for the individual and the organization.

This principle has generational, technological, and design implications, among others. Particularly among younger workers, the ability to appeal to the individual while serving the needs of the organization will be critical.

为个人和组织建立学习价值的连结。相比其他原则来说，这一原则有继承性、技术性以及设计性的含义。特别是在年轻的员工之间，在完成岗位工作的同时提升个人能力是至关重要的。

2.Connect action and reflection in a continuous cycle.

Reflection, or sense-making, is the adhesive that makes learning stick—without it, learning leaves no mark and slips away. Reflective actions tend to have a positive impact on corporate productivity, strategic speed, and business results. In fact, research shows that faster companies often adopt structures that support the concept of “slowing down to move faster”; speediness, at these companies, resulted when business leaders encouraged teams to take time and review the work being done.

建立行动-反思圈。反思或者说是意义建构是学习的粘合剂。没有反思，学习就不会发生。反思性活动有助于对企业生产力、战略进展以及业务成果产生积极影响。事实上，研究表明，一些发展较快的公司往往采用“欲速则不达”的理念。在这些公司，当领导者鼓励团队花时间回顾做过的工作，工作效率也随之提升。

3.Address learners’ attitudes and beliefs in addition to their behaviors.

To know whether a person truly has internalized something, you have to look deeper, measuring changes to the attitudes and beliefs, often referred to as “mental models.” Mental models drive behaviors long term, and are influenced to various degrees by generational differences, technology, culture, and corporate culture. Using specific strategies—for example, the action and reflection cycle—it is possible to influence mental models and address attitudes and beliefs.

除了行为之外，还要强化学习者的态度和信念。要想知道一个人是否真正内化知识，需要去深入观察和测量他的态度和信念的转变，这往往被称为“心智模型”。心智模型驱动对行为的驱动是长期的，同时不同程度的受到世代差异、技术、文化和组织文化的影响。运用特定策略——比如说，行动反思圈——能够影响学习者心智模型，强化学习者的态度和信念。

4.Provide learners with a balance of challenge and support.

The best learning situations are those that provide a realistic level of challenge and enough support so the learner feels comfortable asking for help when needed; understands mistakes are an acceptable part of the learning curve, and is willing to keep pushing forward even when faced with uncertainty. This principle, perhaps more than any of the others, depends on leadership and first-line manager commitment to put it into practice. Effective managers marshal various kinds of learning opportunities to achieve the right balance of challenge and support for each employee.

为学习者提供持衡的挑战与支持。最好的学习情境是既能够为学习者提供带来具有现实意义的挑战，又能为他们提供足够的支持，这样，学习者能够通过舒适的方式寻求帮助；接受学习中的错误；当面临不确定性时，学习者也愿意继续前进。相比其他原则，这一原则更依赖于领导人和一线管理者的投入与实践。高效的管理者可以汇集不同的学习机会为每个员工提供持衡的挑战与支持。

5.Create opportunities for participants to teach, as well as learn.

L&D professionals know that teaching is a particularly potent form of learning because it gives knowledge and learning more “stickiness,” meaning that the more knowledge is shared with others, the more deeply reinforced it is into an individual’s experience. You need to carefully select opportunities, prepare the “teachers,” provide a scaffolding structure, and carefully consider the context and people who will be “taught.”

为参与者创造教学和学习的机会。学习与发展专业人士认为教学是一种有效的学习方式，因为教学可以使知识和学习更有粘性，这意味着知识越是与人分享，越是会内化为更深层次的个人经验。你需要仔细选择机会，准备“老师”，提供脚手架，认真考虑情境和将“被教授”的对象。

6.Design and cultivate learning communities along with learning media.

Community environments offer a particularly effective way to learn, and they illustrate the concept that “learning is the work.”Learning communities often become frameworks through which organizations can capture, cultivate, and build on the broader, collective experience. Whether you call them learning communities or communities of practice, forming them is a winning strategy to discover, aggregate, and share knowledge within your organization.

利用学习媒体设计和打造学习社区。社区环境能够提供高效的学习情境，很好的阐明了“学习即工作”的理念。学习社区往往会成为组织捕获、收集和建立更广泛的、集体的经验的框架。你称此为学习社区也好，实践社区也好，建立社区是组织发现、聚合和分享知识的制胜策略。

From：http://www.trainingmag.com/article/6-proven-principles-workplace-learning

感谢北京师范大学知识工程研究中心马韶茜，她为本文修改了第一版，感谢华南师范大学远程教育研究中心的陈琨，她为本文修改了第二版