Teaching Smart People How to Learn

From Learning Theory to Academic Organisation: The Institutionalisation of Higher Education Teaching Assistant Position in China

“…Presencing is simply, most of the time informal, at times tacit, and a few times emotionally involved with the situation undertaken for the decision making. It most of the times remains suppressed (Argyris, 1991).…”

“…This is not only because the changes often alter the change in the dynamics of power, politics, structure, system, and culture but also because embracing all changes as an open system would increase the negative entropy of the organisation which is never in good health of the repute, progress, and prosperity of the institutions (Argyris, 1991;Garvin 1993). Would assigning teaching assistants in accordance with the current teaching assistant regulations of the universities in China improve the learning outcome of the students?…”

“…The key elements across learning organisations are mainly noted as linking organisational learning to the institutional mission, and approaching the elements of learning for resolving the problem in an scholastic manner (Argyris, 1991;Bensimon, 2005;Pfeffer, 2011) so that it could be explored academically in order to thoroughly investigate the problem as a research question, but not as an expert, thus reaching it through evidences so collected from within or without the institution(s) itself (Garvin 1993;Huber 1991). Linking organisational learning to the institutional mission is mainly based on the civic engagement, assessment, best pedagogical and best student advising practices, diversity, and internationalization.…”

“…Noticeably, the universities are having pressing need in attaining diverse classrooms because a diverse classroom yields educational accomplishments and promotes cross-racial understanding. Nevertheless, those who appreciate students for bringing diversity to the campus would themselves experience unequal educational outcomes (Bensimon 2005;Argyris 1991;Pfeffer 2011).…”

Design Absorption and Learning Processes: a study on designers’ perceptions about companies.

“…Although most people define learning too narrowly, merely as a tool for "problem solving", it can also be a double loop process, which forces managers and employees to look inward (Argyris, 1991) to make design go beyond learning. Wolff, Capra, Dutra & Borja de Mozota (2016), proposed that design management results could generate design double loop learning.…”