Research spanning twenty-five years has consistently indicated that soft skill competencies such as self-esteem, initiative, good communication, makes a significant difference in the self efficacy of individuals. Such competencies represent what is now commonly referred to emotional intelligence and are predictive of superior performance in work roles. Can emotional intelligence as a competency go beyond an individual’s performance to become something a group or entire organisation can build on and utilize collectively? Social learning is key to migrating the modelling of soft skills across an organisation to become adopted as the cultural norm.

Daniel Goleman authored the internationally best-selling book,  Emotional Intelligence, (1995, Bantam Books),  that spent more than one-and-a-half years on the New York Times Best Seller list. Goleman developed the argument that non-cognitive skills can matter as much as I.Q. for workplace success in “Working with Emotional Intelligence” (1998, Bantam Books), and for leadership effectiveness in “Primal Leadership” (2001, Harvard Business School Press). Goleman’s most recent best-seller is Social Intelligence: The New Science of Human Relationships , (2006, Bantam Books).

Daniel Goleman’s interview was recorded on December 10, 2007, at the CASEL Forum, an event in New York City that brought together seventy-five global leaders in education and related fields to raise awareness about social and emotional learning (SEL) and introduce important scientific findings related to SEL.
CASEL is a 501(c)(3) not-for-profit organization that works to advance the science and evidence-based practice of social and emotional learning (SEL).

What Is the Learning Code?

“Without the Learning Code to limit, filter and organize incoming information, your brain falls into a buzzing hubbub of chaos.”
– JW Wilson, Advanced Learning Institute

Organisations have started harnessing collaborative intelligence for learning leading to cognitive involvement of the community members, according to Vandana Ahuja of Customerthink, an independent research and publishing firm focused on customer-centric business strategy. Research has already proven the positive correlation between interactivity and learning outcomes. Interactivity interfaced with technology not only increases learning effectiveness, but also enhances the knowledge base of the community which includes organizational employees, customers and partners.

Learning Organizations Win!

Indeed, organizations that do not learn fast enough die, with more than 330 of the companies listed in the Fortune 500 in the 1960s no longer existing today, as evidence to the fact.

In the 21st century, corporations and government organizations must acknowledge that the speed at which their workforces can learn dictates their success. Unfortunately, most of us who have worked in these institutions recognize that there are severe limitations to the standard lock-them-in-a-box (classroom), talk-to-them, make-them-study-and-test-them method of learning. It is estimated that 85 to 90 percent of what the average attendee is taught at a traditional training course is forgotten within 12 weeks!

By understanding how to turn on the Learning Code, organizations can dramatically accelerate the speed of learning and the depth of behavioral change in their workforces.

Conventional training methods are often deemed a waste money, although their intention is to foster organisational growth. Now, according to A. J. Wilson, the creator of Cracking The Learning Code,  there is a science-based solution.

Cracking the Learning Code is designed for anyone frustrated by their organization’s speed of learning, retention and behavioral change.  An individual’s learning speed and capacity is deemed a highly positive asset, therefore, in an information-rich world we can no longer rely on unscientific learning systems designed 2,400 years ago in an agrarian age when information doubled every 1,000 years. We should be receptive to the cutting-edge scientific principles outlined in the Learning Code.