Explain the different types of learning that can be practiced in organisation

There are many different models of learning. One model commonly employed in schools and colleges is of absorbing the information dished out by instructors and books. A radically different model, widely used in apprenticeship situations, is one of learning from experience without much formal training and education. A third model is one of action learning-learning from feedback on one’s proactive, entrepreneurial actions. There are also dialectical models of learning exemplified by the common debate, in which a thesis is countered by an antithesis and eventually some form of synthesis generally emerges. Freudians have developed cleansing models of learning-in which resistance to acceptance of reality, rooted in repressed childhood traumas. Sociologists have pointed to the power of situational demands and the roles one has to play in learning or moulding of behavior. Organizational psychologists have emphasized the importance of experiencing, observation, reflection, conceptualization, and active experimentation in learning. They also emphasized making contact with whatever one is opposed to; giving voice to the under-represented, dominated, or denied; responding constructively to the unpleasant rather than suppressing or denying it. These alternative but often complementary ways of learning offer a rich pool of ideas for viewing organizational learning and for developing practical ways of enhancing it in organizations. Besides textbook learning and apprenticeship, there are rich, relatively under tapped options in organizational learning through debates, contradictions, rewards and punishment, catharsis, role changes, exposure, reflection, experimentation, voicing the unvoiced, brainstorming etc