Skip to main content

What is rote learning?

In general, we hold rote learning with utter disdain. Add it to the context of the Indian education system and everybody tells you that rote learning is bad. But is it so bad?

Take the example of sports coaching. You hit a million shots or punches or balls - whatever that is - ultimately you are getting those drills to move from conscious competence to unconscious competence. And that is exactly what rote learning does.

So, if rote learning is bad, so should sports coaching as well? The IIT coaching classes that are a rage today do exactly the same thing. Make the person go through so many drills so that the end of the few years, they are 'experts' just by virtue of having done the same thing so many times that it is internalised.

So, is the disdain for rote learning a disdain for effort? Or is it a slightly more nuanced position.

I suppose the answer that you will get if you put the above hypothesis is that, well, our learning is a lot of rote but with very little build up on top of that. Or that they just learn text book things but without much real learning. And while all of these are real issues - rote learning as a means to get the unconscious competence is a great way. And that means, that the student is just better prepared. However, if  you cannot build on the scaffolding of rote learning - whether it is in music or sports or dance or studies - then that becomes a drawback.

Rote learning as a means to regurgitate textbook knowledge is useless. Rote learning as a means to get faster to the next level of unconscious competence is good...

Let us not confuse the two and imagine that children will learn anything without putting in the hours.

Nobody ever became an expert on anything that they did not work on a day to day basis - putting in the hours.

Or the other way - if you do nothing each day, you become nothing. Whatever you put the hours in, that is what you become an expert on!

Comments

Popular posts from this blog

The man who saved Pumpelsdrop

This was a story we had in college if I am not mistaken. Perhaps it was in school, but a delightful story it was. The story goes somewhat like this ( reproduced from here ), but the college version we had was slightly different from this.  I t was a dull, gloomy and a depressing morning in a town named Pumpelsdrop in northern England. The Great Depression had brought all the businesses to a standstill. The bored automobile dealer was spending time alone, as usual. But, this seems to be an unusual morning as an odd entity (customer) appeared on the horizon. A man in a bright suit walks up to the dealer and says, "I need to buy a Rolls Royce Phantom II. We have a business conference coming up and I need to impress my customers". Then proceeds to pay 10% of the deal with a single check for 2000 pounds. The rest he says will pay when he takes the delivery.   The auto dealer was stunned. He was delighted to hear that someone is holding a business conference of some kind and

The Mintzberg triangle

At a recent training, someone spoke about the Mintzberg triangle. I located it here . Image from that page reproduced here. The page linked above has a better explanation of diagram above, but what intrigued me was that the triangle exists for practically anything. The facilitator referred to this in the context of facilitation. Of how facilitation has science, craft and art to it. That is so true,  I thought. Worth a thought! Need to read of Mintzberg though...

Waigaya and Sangen Shugi - Honda

Two big takeaways from Driving Honda were Waigaya and Sangen Shugi. A few days ago, we were working on a strategy module for a company. As we leafed through old and new theories and books around the same - one comment which caught my eye was Henry Mintzbergs comment where he says "Strategy is like weeds, it has to grow all around your company" A lot of times organisations dip into their pool of employees (and sometimes customers) and solicit ideas from them. This happens either at an offsite or a meeting or some quarterly review and the ideas pile up. Most companies today have an innovation program that encourages bottom up ideation. Many of these ideas are future strategy - provided someone is listening. Sometimes these ideas are not immediately implementable - but if one keeps looking, there might be valuable stuff in there. And if (post such programs) ideas die very often, the motivation of someone to keep doing it will also diminish. Waigaya is what Honda call