"Much learning does not teach understanding." (Heraclitus, "Fragments", 6th c. BC)
"Learning is more important than practice because it leads to practice." (Talmud, [Megillah] cca. 5th century BC)
“For the things we have to learn before we can do, we learn by doing.” (Aristotle, “Nicomachean Ethics”, Book II, 349 BC)
"Learning is its own exceeding great reward." (William Hazlitt, "The Plain Speaker", 1826)
"Thoroughly to teach another is the best way to learn for yourself." (Tyron Edwards, “A Dictionary of Thoughts”, 1891)
"Learning is for the future; that is, the object of instruction is to facilitate some form of behavior at a point after the instruction has been completed." (Robert F Mager, Developing Attitude Toward Learning, 1968)
"Modern organization makes demands on the individual to learn something he has never been able to do before: to use organization intelligently, purposefully, deliberately, responsibly [...] to manage organization [...] to make [...] his job in it serve his ends, his values, his desire to achieve." (Peter F Drucker, The Age of Discontinuity, 1968)
"Learning does not occur because behavior has been primed [stimulated]; it occurs because behavior, primed or not, is reinforced." (B F Skinner, "Beyond Freedom and Dignity", 1971)
"Learning is finding out what you already know. Doing is demonstrating that you know it. Teaching is reminding others that they know just as well as you. You are all learners, doers, teachers." (Richard Bach, "Illusions: The Adventures of a Reluctant Messiah", 1977)
"Organizations tend to grow through stages, face and surmount crises, and along the way learn lessons and draw morals that shape values and future actions. Usually these developments influence assumptions and the way people behave. Often key episodes are recounted in "war stories" that convey lessons about the firm's origins and transformations in dramatic form. Eventually, this lore provides a consistent background for action. New members are exposed to the common history and acquire insight into some of the subtle aspects of their company." (Richard T Pascale & Anthony G Athos, "The Art of Japanese Management", 1981)
"The term closed loop-learning process refers to the idea that one learns by determining what s desired and comparing what is actually taking place as measured at the process and feedback for comparison. The difference between what is desired and what is taking place provides an error indication which is used to develop a signal to the process being controlled." (Harold Chestnut, 1984)
"Culture [is] a pattern of basic assumptions invented, discovered, or developed by a given group as it learns to cope with its problems of external adaptation and internal integration that has worked well enough to be considered valid and, therefore, to be taught to new members as the correct way to perceive, think, and feel in relation to those problems." (Edgar H Schein, "Organizational Culture and Leadership", 1985)
"The style of participative management is at its best when the supervisor can draw out the best in his people, allow decisions to be made at the point of influence and contribution, and create a spirit that everyone is in it together and that if something is unknown, they'll learn it together." (Joseph A Raelin, "Clash of Cultures: Managers and Professionals", 1986)
"Teaching is only demonstrating that it is possible. Learning is making it possible for yourself." (Paulo Coelho, "The Pilgrimage", 1987)
"The ability to learn faster than your competitors may be the only sustainable competitive advantage." (Arie P. de Geus, Harvard Business Review, 1988)
"When a team outgrows individual performance and learns team confidence, excellence becomes a reality." (Joe Paterno, American Heritage, 1988)
"[…] new insights fail to get put into practice because they conflict with deeply held internal images of how the world works [...] images that limit us to familiar ways of thinking and acting. That is why the discipline of managing mental models - surfacing, testing, and improving our internal pictures of how the world works - promises to be a major breakthrough for learning organizations." (Peter M Senge, "The Fifth Discipline: The Art and Practice of the Learning Organization", 1990)
"A typical software project can present more opportunities to learn from mistakes than some people get in a lifetime." (Steve McConnell, "Rapid Development", 1996)
"Learning is the process of obtaining new knowledge. It results in a better reaction to the same inputs at the next session of operation. It means improvement. It is a step toward adaptation. Learning is a major characteristic of intelligent systems." (Nikola K Kasabov, "Foundations of Neural Networks, Fuzzy Systems, and Knowledge Engineering", 1996)
"Whoever teaches learns in the act of teaching, and whoever learns teaches in the act of learning." (Paulo Freire, "Pedagogy of Freedom", 1996)
"Learning is a multi-faceted, integrated process where changes with any one element alters the larger network. Knowledge is subject to the nuances of complex, adaptive systems." (George Siemens, "Knowing Knowledge", 2006)
"Learning is the process of creating networks. Nodes are external entities which we can use to form a network. Or nodes may be people, organizations, libraries, web sites, books, journals, database, or any other source of information. The act of learning (things become a bit tricky here) is one of creating an external network of nodes - where we connect and form information and knowledge sources. The learning that happens in our heads is an internal network (neural). Learning networks can then be perceived as structures that we create in order to stay current and continually acquire, experience, create, and connect new knowledge (external). And learning networks can be perceived as structures that exist within our minds (internal) in connecting and creating patterns of understanding." (George Siemens, "Knowing Knowledge", 2006)
"Learning is a process of modifying or completely changing our mental models based on new experiences or evidence." (Edward D Hess, "Learn or Die: Using Science to Build a Leading-Edge Learning Organization", 2014)
"No methodology can guarantee success. But a good methodology can provide a feedback loop for continual improvement and learning." (Ash Maurya, "Scaling Lean: Mastering the Key Metrics for Startup Growth", 2016)
"There is a remarkable agreement upon the definition of learning as being reflected in a change of behavior as the result of experience." (E A Haggard)
"We can expect the revolution in communications to extend the power of our brains. Its ultimate effect will be the transformation and unification of all techniques for the exchange of ideas and information, of culture and learning. It will not only generate new knowledge, but will supply the means for its world-wide dissemination and absorption." (David Sarnoff)
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