In 1982, philosopher Frank Jackson proposed an experiment on knowledge, summarized as follows:

Mary is a scientist who lives in a black-and-white room and studies all available physical information about the color red, from an omniscient theoretical standpoint (the combination of electromagnetic waves, what the brain transmits when we see red… EVERYTHING). In short, Mary knows everything there is to know about what it is and means to see the color red. The question is: If Mary steps outside and sees a red apple… does she learn something new?

In parallel, also in the 80s and within a business context, Morgan McCall, Michael Lombardo, and Robert Eichinger at the Center for Creative Leadership (CCL) created one of the most prominent and widely adopted models for learning in organizations: the 70-20-10 model, which has been implemented and adapted by numerous organizations worldwide, such as Google, Microsoft, Facebook, and even NASA.

This model distributes learning as follows:

• • Experiential Learning (70%) through experiences and work tasks. Employees learn more effectively when they experience and solve problems in a real-world context, just as Mary learned about the color red when she saw it for the first time. David Kolb, author of the book “Experiential Learning: Experience as the Source of Learning and Development” (1984), is key to complementing this model.

  • Social Learning (20%) through interaction with others. Just as Mary could discuss her experiences with others to deepen her understanding, employees in a company benefit from sharing knowledge and experiences with colleagues and mentors. This social interaction fosters a dynamic and cooperative work environment where ideas and best practices spread naturally. Albert Bandura, the psychologist who developed social learning theory, delves deeper into this in his 1977 work “Social Learning Theory” (shortly before the 70-20-10 model was created).

  • Finally, Formal Learning (10%), all theoretical, through courses, workshops, etc. This is where Mary’s black-and-white study fits in, reflecting that no matter how thorough her study is, her knowledge will never be complete without the practical, experiential, and social components.

Practical Applications of the 70-20-10 Model in Corporate Training

For a corporate training program to make a difference, it must go beyond pure theory. We must design learning experiences that integrate theory with practice, promoting environments where employees can experiment, apply what they’ve learned, and reflect on their actions. And if we accompany all of this with mentorship and structured feedback, we will also foster social learning and collaboration.

Moreover, an organizational culture that values continuous evaluation and critical reflection helps consolidate learning and adapt to the changing needs of the business environment. This combination of theory, social learning, and real practice not only enriches employees’ knowledge and skills but also drives innovation and competitiveness for the organization as a whole.

In summary, the “Mary’s Room” experiment and the 70-20-10 model offer valuable insights into workplace learning dynamics. Both emphasize that theoretical knowledge, while crucial, is only a fraction of the effective learning process. True learning and personal development arise when employees can apply their knowledge in real-world situations, through enriching social interactions.

This integrated approach ensures that learning is not a one-off event but a continuous and dynamic process that strengthens the organization and its individuals.