Team-based learning: Difference between revisions

Revision as of 02:16, 12 September 2010

Revision as of 18:02, 23 November 2010

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'''Team-Basedbased Learninglearning''' has two distinct usages. It was a term first used by Larry Michaelsen, the central figure in the development of the system while at Oklahoma State University, to describe an educational strategy that he developed for use in academic settings<ref>Michaelsen, L.K., Watson, W.E., Cragin, J.P., and Fink, L.D. (1982) Team-based learning: A potential solution to the problems of large classes. ''Exchange: The Organizational Behavior Teaching Journal 7''(4): 18-33.''''</ref>. The second usage describes a process for teaching and developing people in the workplace.

==1 Team-based learning inIn academic institutions==

The main features of the team-based learning approach are the following:

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Team-based learning according to Larry Michelson improves student attendance and engagement, helps students learn the course material in a deeper and longer-lasting way, and works to build professional/life skills such as effective collaboration and negotiation. Students often express higher satisfaction with team-based learning course, particularly after they've overcome their initial suspicions.

==2 Team-Based Learning inIn the Workplaceworkplace==

A later developed usage of the term describes a process for teaching and developing people in the workplace. It is a set of developmental principles and routines embedded into the day-to-day processes of a work team such that team members continuously learn and develop. The developmental activities are not new, e.g., [[coaching]], stretch assignments, review of lessons learned. However, such developmental activities are typically conducted in an irregular and inconsistent way. The benefit of Team-Based Learning is that everyone on the team participates in the developmental activities on a consistent basis, because the activities provide other benefits that motivate the team to use them. That is, the team not only develops its people but also functions better.

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Team-Based Learning was jointly developed by [[Duke Corporate Education]] and [[PricewaterhouseCoopers]]. In 2005, Judy Rosenblum, then President of Duke Corporate Education, and Tom Evans, Chief Learning Officer of PricewaterhouseCoopers, began to explore the learning environment in teaching hospitals and its possible transferability to corporate environments. They studied several teaching hospitals, principally [[Johns Hopkins Hospital]]. Teaching hospitals develop doctors (interns and residents) in the course of providing health care to patients. This is not classroom education. Rather it is teaching the practice of medicine while treating real patients with real diseases. The learning is embedded in the work.

==Application to Businessbusiness Teamsteams==

[[File:Training meeting in a ecodesign stainless steel company in brazil.JPG|thumb|350px|right|'''Training meeting''' about [[sustainable design]]. The photo shows a training meeting with factory workers in a [[stainless steel]] [[ecodesign]] company from [[Rio de Janeiro]], [[Brazil]]. An example of team-based learn in a business team]]

Rosenblum, Evans and their associates spent two years understanding how teaching hospitals work and exploring how those processes could be applied to business teams. They identified four principles and five routines to carry over to the business world.

===Principles===

*'''''Problem-based learning''''' - Use problems encountered in the course of work as the context for learning

*'''''Point of the Wedge''''' - Push responsibility combined with support to the most junior person possible

*'''''PointTeach, of theDon't WedgeTell''''' - PushUse responsibilityinquiry combined(Socratic with supportMethod) to teach rather than just give the mostanswer junioror personsolve the possibleissue

*'''''Owning the Client or Project''''' – Individuals have a heightened sense of accountability and motivation because they have their own client or project with support from more experienced team members

'''''Teach, Don't Tell''''' - Use inquiry (Socratic Method) to teach rather than just give the answer or solve the issue

'''''Owning the Client or Project''''' – Individuals have a heightened sense of accountability and motivation because they have their own client or project with support from more experienced team members

===Routines===

*'''''Rounds''''' - Meeting where a less-experienced team member presents an issue or challenge and recommends a course of action

*'''''Team Workshops''''' - A team member leads a developmental event for other members focusing on a specific technical or service topic

*'''''Team WorkshopsShadowing''''' – Less- Aexperienced team member leadsaccompanies a developmentalmore-experienced eventmember forto othera membersmeeting focusinghe onor ashe specificwould technical ornot servicenormally topicattend

*'''''Observation & Feedback''''' - A specific activity is observed, and using the [[Socratic Method]], coaching is given

*'''''Lessons Learned Forums''''' - Thorough review and discussion using mistakes and successes as a situation to learn from. This is similar to an [[After Action Review]].

'''''Shadowing''''' – Less-experienced team member accompanies a more-experienced member to a meeting he or she would not normally attend

'''''Observation & Feedback''''' - A specific activity is observed, and using the [[Socratic Method]], coaching is given

'''''Lessons Learned Forums''''' - Thorough review and discussion using mistakes and successes as a situation to learn from. This is similar to an [[After Action Review]].

==Making Itit Workwork==

The mission of teaching hospitals is to develop doctors. While businesses earnestly espouse a desire to develop their people, such activities are too often seen as separate from work and something that interferes with getting work done. Businesses are not as motivated as teaching hospitals to develop people on the job. For that reason the transfer of teaching hospital based approaches to a business context might have failed if not for the fact that the new processes create side benefits that motivate the business team members to do them.