Training Magazine Europe April 2015 | Page 18

This work despite being more than 100 years old is still pertinent today and is complimented by current research.

Ebbinghaus tried to identify how quickly memory deteriorates if nothing is done to reinforce it. Reduced retention can lead to reduced learning.

Ebbinghaus discovered that even simple tasks memory failed at an alarming rate. His findings are often illustrated by a graph showing how memory and recall deteriorates over a short space of time. The X axis (horizontal) measuring time and the Y axis (vertical) measuring recall.

Graphs similar to this often appear in books but do not always reflect Ebbinghaus’s actual results. His research indicated that total recall (100%) for him was achieved only at the time of learning.

Following that, retention dropped away very quickly:

• Within 20 minutes 42% of a memorised list was lost.

• Within 24 hours 67% of what he learned had vanished.

• A month later 79% had been forgotten.

If some form of post learning intervention was applied, the retention rates increased over these time periods.

This is an important factor that many developers forget when designing development interventions, but in the case of the managers, proved not to be an issue. Further knowledge testing of these individuals proved knowledge retention remained at a reasonable level.

There was therefore another issue preventing the processes being embedded. So the next thing considered was the impact of organisational culture on implementation of the new strategy.

Peter Drucker is alleged to have said “Culture eats strategy for breakfast and lunch….” Louis V. Gerstner, Jr. former CEO IBM is quoted as saying “The thing I have learned at IBM is that culture is everything”

Probably just as important as considering Ebbinghaus’ theory is the consideration of current culture on future learning based on a change of strategy – in this case a change in Performance Management processes and standards.

Strategy is part of a guiding path of activities, based on the organisation’s mission, values and goals. The path looks as follows:

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