We’re social creatures. All of us seek some form of social interaction, and we engage with each other, with some more than others.
At Fair Cultures, social learning is the basis of all our training and up-skilling programs for D&I leaders.
What is Social Learning Theory?
In 1977, psychologist Albert Bandura introduced Social Learning Theory, revolutionising how we understand learning and behaviour.
At its core, social learning theory proposes that people learn through observation, imitation, and modeling.
It takes into account both cognitive and environmental factors, challenging earlier behaviourist theories that suggested learning was purely a matter of conditioning and reinforcement. Instead, Bandura demonstrated that human beings could learn simply by watching others, both directly and indirectly, such as through media or interactions at work.
As we are all increasingly focused on workplace inclusivity and up-skilling, social learning theory plays a powerful role.
Observational Learning, key driver for change
Observational learning is a key component of social learning theory. It essentially means that people learn behaviours, values, and skills by observing the actions and reactions of others. Imagine this within a workplace setting, watching a colleague handle conflict with diplomacy or an empathetic leader address team issues effectively. This kind of observation helps employees develop similar behaviours and reactions, shaping a healthier work culture.
Bandura's famous Bobo doll experiment was one of the first demonstrations of observational learning. In the experiment, children who observed adults behaving aggressively toward a Bobo doll later mimicked those behaviours. This experiment highlighted the influence that role models can have, whether positively or negatively. Applied to workplaces, leaders have an opportunity and a responsibility, to model positive and inclusive behaviours, which colleagues are likely to imitate.
Social Learning shapes the future of workplace learning and up-skilling
Social learning is not about traditional classroom training or top-down lectures. Instead, it emphasises interaction, collaboration, and real-time observation. This makes it incredibly valuable for fostering growth within an organization, particularly when creating inclusive cultures. Here's how.
SLT is often described as the ‘bridge’ between traditional learning theory (behaviourism) and the cognitive approach. This is because it focuses on how mental (cognitive) factors are involved in learning. Source: simplypsychology
1. Learning through role modeling: building an inclusive culture
Leadership behaviours set the tone for company culture. It becomes crucial for leaders to model inclusive characters. When managers make a point of being open, empathetic, and appreciative of diverse viewpoints, their teams learn these behaviours through observation.
For instance, when leaders give credit to team members from different backgrounds or create space for everyone to share their thoughts, they’re not just making a point, they’re teaching. The employees observing this will be more inclined to adopt these inclusive approaches themselves. This practice of modeling extends beyond formal training and works at a cultural level, promoting a workplace where all voices are heard and valued.
2. Group dynamics and collaborative learning are extremely important
Social learning also leverages the power of groups. When teams collaborate, share experiences, and discuss challenges, they’re learning socially. In terms of DEI, these discussions help employees understand diverse perspectives and build empathy. This peer-to-peer learning fuels awareness and is an effective tool for cultural change.
Group learning also encourages knowledge sharing. When one employee attends a course or learns a new skill, they can pass that knowledge on to others through on-the-job collaboration. This type of environment helps individuals feel less isolated and more supported, which is especially important for employees from underrepresented groups.
3. Mentoring and coaching as Social Learning Tools
Mentoring and coaching are effective applications of social learning theory in the workplace. A senior employee serves as a mentor to guide junior colleagues, providing feedback, and modeling key behaviours. Mentoring is particularly useful for promoting DEI because it offers individualised support, especially for those who may have traditionally been excluded from professional growth opportunities.
When mentors come from diverse backgrounds themselves, they can help mentees overcome barriers that are often invisible to those outside marginalised communities. By leveraging observational learning through structured mentoring programs, organizations can contribute to a more equitable workplace culture.
The 4 essential components of Social Learning Theory in the workplace
For social learning to be effective, certain components must be present: attention, retention, reproduction, and motivation.
1. Attention: capturing focus
The first key to social learning is attention. Employees must be able to focus on the behaviours they’re observing. In an organisational setting, leaders can foster this focus by making the desired behaviours visible and clear. For example, if an organization wants to emphasise inclusive hiring practices, they might arrange open meetings where hiring managers discuss their efforts to eliminate bias in candidate evaluation.
2. Retention: reinforcing learning
After employees observe behaviours, they need to retain this knowledge. Repetition and reinforcement help people commit the information to memory. One approach is to provide practical exercises that reinforce observed behaviours. For instance, after observing how a leader handles a difficult conversation, employees could participate in role-playing exercises to solidify the learning.
3. Reproduction: practice and application
Once the behaviour is observed and retained, the next step is reproduction, putting the learning into practice. Organisations can encourage this by creating safe spaces for employees to practice what they’ve learned. For example, after a DEI training session, employees might be asked to conduct meetings using inclusive language and seek feedback on how they performed. Practicing learned behaviours is critical to making the learning stick.
4. Motivation: encouraging behaviour change
Finally, for learning to lead to behaviour change, employees need motivation. Motivation can come in the form of rewards (extrinsic) or a personal sense of accomplishment (intrinsic). Organisations can promote intrinsic motivation by linking behaviours to company values. For instance, if an employee practices inclusive leadership and sees that their team is more engaged, this becomes a powerful intrinsic reward. Extrinsically, organisations can implement recognition programs that acknowledge employees who actively contribute to a more inclusive culture. Rewarding these behaviours, either through awards or performance incentives, shows the entire workforce that inclusion is valued.
Technology in Social Learning
Technology plays a crucial role in social learning. Video conferencing platforms, collaborative digital whiteboards, and social intranets allow employees to learn from each other even when they're not physically in the same space. Live-streamed workshops, webinars, and recorded training sessions ensure that learning moments are preserved and can be revisited.
By creating online communities, organisations provide a platform where employees can observe interactions, ask questions, and learn collectively. Social media-style feeds within intranets are another way for people to share resources, comment, and learn socially, even asynchronously.
Up-skilling is essential for both employee satisfaction and organisational success. The social learning approach can make up-skilling more engaging and inclusive. Instead of just relying on external training sessions, companies can create a culture where employees up-skill together through mentorship, peer-led seminars, and collaborative projects. Up-skilling with a focus on DEI creates not just more capable employees but more culturally intelligent teams. Employees from underrepresented groups who are offered social learning opportunities feel more supported, reducing feelings of marginalisation. When people observe their peers thriving after acquiring new skills, they’re inspired to do the same.
Learning and growth should become a cultural expectation rather than an individual pursuit.
Albert Bandura’s social learning theory offers a blueprint for modern organisations aiming to create an inclusive and thriving culture. By embracing observation, interaction, and motivation as key pillars of workplace learning, businesses can ensure that every employee feels seen, valued, and empowered to grow.
Comentarios