I was introduced to the concept of deep learning a couple of years ago when I attended a Baruch faculty development workshop on effective teaching methodologies. Studies conducted by the American Institutes for Research (AIR) found that students in schools with deep learning reforms show boosted achievement in various assessments, as well as their enrollment and choices in higher education. Overall, benefits of deep learning are: higher test scores, more positive interpersonal and intrapersonal outcomes, higher rate of graduation, higher enrollment rate in higher education (AIR, 2014). So we see the benefits of implementing deep leaning regimes, but what is deep learning exactly? Can we implement it in our own classrooms? How?
I did some digging around and found a good definition: Deep learning (or deeper learning) is The combination of (1) a deeper understanding of core academic content, (2) the ability to apply that understanding to novel problems and situations, and (3) the development of a range of competencies, including people skills and self-control (AIR, 2014). Based on my experience in observing and teaching management classes at Baruch, I believe that experiential learning might be an effective way to induce deep learning.
Base on my understanding on this topic, deep learning can only take place when students are actively solving problems or answering questions that are important and interesting to them. In each class, the instructor should engage students in experiential learning by having them directly participate in activities such as simulated workplace scenarios (negotiating for salary increase, making firing/hiring decisions, choosing benefit packages for employees, etc.), case studies, small group discussion projects, and in-class debates. Through these activities, students are able to put themselves in real life situations that are closely related to their interests. While working through problems by using theories taught in lectures, students can reinforce their learning and gain a deeper understanding of how and why their newly acquired knowledge can be practically applied. Learning through a variety of experiences also creates a welcoming and engaging classroom atmosphere, which better addresses the diverse learning needs of Baruch’s student population. In addition, I believe that instructors should take advantage of the technological tools available to facilitate the delivery of knowledge. Doing so enables instructors to provide students with the opportunity to customize and design their own learning environment. Commonly seen methods include using movie clips, TED talks, business leader interviews, game show type quizzes and interactive online activities, which visually demonstrate management theories and stimulate students to think outside the box.
At the moment, from what I can gather, I sense that Baruch students do not always experience deep learning and most seem to view their business education as a mandatory path to acquire standard validation in preparation for the “real” world. It is not common for students to break away from the idea that simply memorizing and reproducing knowledge is doing themselves a disservice, they also need to be able to sought personal meaning by transforming information in terms of their own understanding, and in time, undergo rewarding personal transformation and development. As scholars and educators, I think we should do more to promote a culture of deep learning and make our teaching more impactful and meaningful.