70/20/10 model (learning and development): Difference between revisions
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==Learning & development== |
==Learning & development== |
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The '''70/20/10 Model for Learning and Development''' (also written as 70-20-10 and more commonly as 70:20:10) is a [[Training and development|learning and development]] model |
The '''70/20/10 Model for Learning and Development''' (also written as 70-20-10 and more commonly as 70:20:10) is a [[Training and development|learning and development]] model. |
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Morgan McCall and his colleagues working at the Center for Creative Leadership (CCL) are usually credited with originating the 70:20:10 ratio. Two of McCall's colleagues, Michael M. Lombardo and Robert W. Eichinger, published data from one CCL study in their 1996 book ''The Career Architect Development Planner''.<ref>{{Cite book|last1= Lombardo|first1= Michael M|last2= Eichinger|first2= Robert W|title= The Career Architect Development Planner|year= 1996|edition= 1st|location= Minneapolis|publisher= Lominger|page= iv |
Morgan McCall and his colleagues working at the Center for Creative Leadership (CCL) are usually credited with originating the 70:20:10 ratio. Two of McCall's colleagues, Michael M. Lombardo and Robert W. Eichinger, published data from one CCL study in their 1996 book ''The Career Architect Development Planner''.<ref>{{Cite book|last1= Lombardo|first1= Michael M|last2= Eichinger|first2= Robert W|title= The Career Architect Development Planner|year= 1996|edition= 1st|location= Minneapolis|publisher= Lominger|page= iv |
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''“Development generally begins with a realization of current or future need and the motivation to do something about it. This might come from feedback, a mistake, watching other people’s reactions, failing or not being up to a task – in other words, from experience. The odds are that development will be about 70% from on-the-job experiences, working on tasks and problems; about 20% from feedback and working around good and bad examples of the need, and 10% from courses and reading.”'' |
''“Development generally begins with a realization of current or future need and the motivation to do something about it. This might come from feedback, a mistake, watching other people’s reactions, failing or not being up to a task – in other words, from experience. The odds are that development will be about 70% from on-the-job experiences, working on tasks and problems; about 20% from feedback and working around good and bad examples of the need, and 10% from courses and reading.”'' |
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The 70:20:10 model for learning and development is based not only on this CCL study, but also on other surveys and empirical studies<ref>Tough, Allen. The Adult's Learning Projects: A fresh approach to theory and practice in adult learning (Research in education series) ISBN 9780774400596</ref><ref>The Teaching Firm: Where Productive Work & Learning Converge. Education Development Center (EDC) Newton, MA 1998</ref> that indicate most learning occurs as part of the workflow and not in away-from-work training situations. |
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Early work on adult learning projects by Professor [[Allen Tough]] in the 1960s and 1970s found that the majority of learning occurred as self-directed and in the workplace. In researching adult learning and intentional change, Tough identified that ‘about 70% of all learning projects are planned by the learner himself’.<ref>Tough, Allen. The Adult's Learning Projects: A fresh approach to theory and practice in adult learning (Research in education series) ISBN 9780774400596</ref> |
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== Managing innovation == |
== Managing innovation == |
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Revision as of 13:49, 11 August 2015
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There are two 70/20/10 models in business: education and managing innovation.
Learning & development
The 70/20/10 Model for Learning and Development (also written as 70-20-10 and more commonly as 70:20:10) is a learning and development model.
Morgan McCall and his colleagues working at the Center for Creative Leadership (CCL) are usually credited with originating the 70:20:10 ratio. Two of McCall's colleagues, Michael M. Lombardo and Robert W. Eichinger, published data from one CCL study in their 1996 book The Career Architect Development Planner.[1]
Based on a survey, McCall, Lombardo and Eichinger's surmised that:
“Lessons learned by successful and effective managers are roughly:
- 70% from tough jobs
- 20% from people (mostly the boss)
- 10% from courses and reading”
Lombardo and Eichinger expressed the rationale behind the 70:20:10 model this way in The Career Architect Development Planner.:[2]
“Development generally begins with a realization of current or future need and the motivation to do something about it. This might come from feedback, a mistake, watching other people’s reactions, failing or not being up to a task – in other words, from experience. The odds are that development will be about 70% from on-the-job experiences, working on tasks and problems; about 20% from feedback and working around good and bad examples of the need, and 10% from courses and reading.”
Managing innovation
The 70/20/10 Model is a business resource management model pioneered by Eric Schmidt and articulated about Google in 2005.[3]
This model dictates that, to cultivate innovation, employees should utilize their time in the following ratio:
- 70% of time should be dedicated to core business tasks.
- 20% of time should be dedicated to projects related to the core business.
- 10% of time should be dedicated to projects unrelated to the core business.
References
- ^ Lombardo, Michael M; Eichinger, Robert W (1996). The Career Architect Development Planner (1st ed.). Minneapolis: Lominger. p. iv. ISBN 0-9655712-1-1.
- ^ Lombardo, Michael M; Eichinger, Robert W (1996). The Career Architect Development Planner (1st ed.). Minneapolis: Lominger. p. iv. ISBN 0-9655712-1-1.
- ^ John Battelle (December 1, 2005). "The 70 Percent Solution: Google CEO Eric Schmidt gives us his golden rules for managing innovation". CNN Money magazine. Retrieved August 12, 2011.