The difference between understanding the concept behind something and applying what you know in real-world, high-pressure situations cannot be understated. It’s the difference between reading a driver’s ed. manual and learning all the “rules to the road” and driving in dense inner-city Boston traffic. The concepts are great until something unexpected happens - and then everything you learned goes out the window

“Successful transformations demand new capabilities. To build them, experiential learning leverages the intimate link between knowledge and experience,” explained Claus Benkert and Nick van Dam from McKinsey & Company in 2015.

McKinsey research reveals that two-thirds of business transformations do not adequately meet their objectives.1  Only one in ten companies actually sustains cost and performance improvements beyond four years. Transformational aspirations must be adequately supported by a skilled workforce, ready to achieve the change mission.

This 2014 research indicates that EQ capability building has become one of the top three priorities of executives around the world. How can these leaders best address the priority? To begin with, we know that in successful transformations, organizations identify relevant skill gaps and use needed resources to fill them. To sustain improvement over time, new capabilities have to become the new norm, so learning and development must take place throughout the organization.

“In the workplace, experiential learning has a long tradition, having proved itself over time to be the most effective means to acquire the skills to sustain transformational change.”

Rapid results and quick turnaround from fully trained workers is driving corporate trainers to include innovative training strategies in their programs. As a result, experiential training is now fast becoming a standard approach to train effectively.

By exposing learners to real-world material early in the training program, the experiential learning model is able to deliver well-trained workers at a faster pace than conventional eLearning courses.

If you are new to the world of course design, there’s one thing that you should always remember: learners respond better when doing. The best way to encourage learning by doing is through the experiential learning strategies discussed above.

Experiential Training Techniques, Strategies and Activities

At BBA, we employ  a number of varied experiential learning techniques:

1) Simulations: This experiential training technique simulates a real-world situation to which a learner must respond.

2) Case Studies: By exposing trainees to what happened in real life, using illustrative case studies, trainers can give insight into the appropriate behavior required to deal with similar situations and the blow-back it may have.

3) Role Playing: Activities designed to help individuals appreciate situations from different perspectives.

4) Sensitivity Training: enhances self-awareness and confidence. The objectives assist learners to appreciate how others (peers, managers, customers) see them. As a result, workers become equipped with the skills and knowledge of how to deal and be flexible with others appropriately.

5) Gaming: Experiential games are a popular way to help students learn by doing, demonstrating valuable lessons about dealing with on-the-job situations.

“Experiential learning to build capabilities is one of the most important elements of a successful company transformation.” articulates Benkert, director in McKinsey’s Munich office. “To ensure success in any industry or functional area, leaders must put a few things in place: resources sufficient to gain momentum and achieve rapid progress, clearly defined pivotal roles and responsibilities, and fully engaged employees and leaders. Employees need to be drawn in with clear and open lines of communication. Leaders must take an active role in designing the changes and modeling results in their own conduct.” Change is challenging, but successful individuals and companies know how to achieve it.