Absorbing new content efficiently, anchoring knowledge sustainably, working productively – all of this depends on how people learn. And this is precisely where the challenge lies: while some people grow best through practice and experience, others need clear structures or scientific explanations. Companies are therefore faced with the key question: how can learning processes be designed in such a way that employees not only consume knowledge, but actually internalise and apply it?
Science provides the answer. One particularly insightful model comes from Prof Dr Julius Kuhl: the action control model. It describes four cognitive systems that influence our preferred way of learning. If you know your own strategy, you can absorb knowledge in a more targeted way and organise learning processes more efficiently.
The four cognitive learning styles
- the managing director (‘learning through experience’)
For these types of learners, practice counts: they learn best through their own experiences, experiments and inspiring stimuli. Creativity and variety are essential for them – monotonous repetition, on the other hand, is fatal for motivation. Instead of rigid learning paths, they prefer dynamic formats in which they can try out new methods and develop further in dialogue with others.
Tip: Use interactive workshops, case studies and learning-by-doing approaches to offer these employees a practical and inspiring learning environment. - the logician (‘Facts, structure & logic’)
Structure, figures, facts – those who think analytically want to grasp knowledge systematically and penetrate it logically. For these employees, a scientific foundation, clear processes and stringent objectives are crucial. They expect comprehensible didactics that precisely explain cause-and-effect relationships instead of relying on vague theories or intuition.
Tip: Provide structured learning paths with clear timetables, concise summaries and well-founded specialist literature to ensure precise and targeted knowledge transfer. - the spontaneous doe (‘Act, try out, reflect’)
Theory is good – practice is better. Doers learn intuitively by jumping straight into the action. They recognise patterns, put knowledge into practice and reflect on their experiences afterwards. Long explanations? Superfluous. They need movement, real challenges and the opportunity to grow through trial and error.
Tip: Use simulations, practical exercises and interactive tasks to make knowledge directly applicable. The closer to reality, the better. - the controller (‘knowing, questioning & validating’)
Employees who favour a detailed and structured learning approach attach importance to thorough understanding. They gather all relevant information before making a decision and learn consciously in order to understand the details correctly. However, too much information can obscure the big picture.
Tip: Use structured learning methods such as mind maps, detailed guides and targeted research to enable employees to gain an in-depth understanding of topics.
Understanding and effectively utilising individual learning strategies
An individual’s learning process is rarely characterised by a single style. Rather, it is a complex interaction of different cognitive systems that interact with each other depending on the context and learning content. By recognising and reflecting on your own learning preferences, you can select the appropriate methods to meet the respective challenges. A precise analysis of one’s own learning style, for example through potential analyses or structured feedback, provides valuable insights and enables a customised selection of learning formats.
Targeted learning instead of a scattergun Approach
Standardised training is no longer enough to impart knowledge sustainably. Successful learning requires individuality – and the right mix. Whether a creative manager, analytical logician, hands-on doer or detail-orientated controller: every employee has a preferred way of learning. Companies that take these differences into account can not only fully utilise the learning potential, but also sustainably increase the performance of their teams.
In the onboarding process, the learning approach influences the speed and quality of integration. New employees are confronted with a lot of information – the learning process must be organised efficiently. Blended learning, a combination of digital formats and face-to-face training phases, offers flexible and structured learning. Digital platforms enable scalable knowledge transfer, while face-to-face formats promote dialogue and practical application.
Modern technologies go one step further: AI-supported systems such as PINKpro analyse individual learning preferences and provide situational, personalised feedback. Instead of rigid learning paths, employees receive precisely the content and impetus they need for their personal development.
The result: more efficient learning processes, more motivated employees – and companies that remain successful in the long term in a knowledge-based economy.
