Dr. Anthony Da Silva Air Force Experience Reinforces the Power of Active Learning

For decades, traditional training programs have focused on lectures, slideshows, and reading materials to deliver knowledge. But there's a growing recognition that retention requires more than exposure—it requires application. As someone with both military and human resources leadership experience, I’ve seen firsthand how active learning can transform not just what we know—but what we do.

The model below, adapted from Edgar Dale’s "Cone of Experience," shows a striking truth: we remember far more of what we do than what we read or hear. In fact, the difference between passive and active learning may be the difference between a forgotten workshop and a transformed leader.

Dale’s Cone of Experience is a paradigm that combines numerous theories on instructional design and learning processes. During the 1960s, Edgar Dale proposed that learners remember more knowledge by doing rather than hearing, reading, or observing. His study led to the creation of the Cone of Experience. Today, “learning by doing” is referred to as “experiential learning” or “action learning.” Source: Adapted from E. Dale, Audiovisual Methods in Teaching, 1969, NY: Dryden Press.

Why Passive Learning Falls Short

According to research, people tend to remember:

• Only 10% of what they read

• 20% of what they hear

• 30% of what they see

This traditional, passive approach to training leads to short-term retention but not long-term transformation. It’s why employees often leave a seminar inspired, but fail to apply anything once they return to work.

The Active Learning Advantage

By contrast, active learning strategies—like role playing, simulations, teaching others, and hands-on experience—can increase retention to 70–90%. The military has practiced this for decades. In my own Air Force journey, training was never just about understanding—it was about executing under pressure, adapting in real time, and mastering readiness through repetition and real-world simulations.

That approach works just as powerfully in corporate and nonprofit settings.

Bloom’s Taxonomy and Real-World Learning

Bloom’s Taxonomy, a widely used framework in education and training, categorizes cognitive skills from basic to advanced:

1. Remembering – Recalling facts and concepts

2. Understanding – Explaining ideas

3. Applying – Using knowledge in new situations

4. Analyzing – Breaking down and examining

5. Evaluating – Making judgments and decisions

6. Creating – Producing new work or ideas

Traditional training often stays stuck in the first two levels—remembering and understanding. But true leadership growth happens at levels three through six, where learners apply, evaluate, and create. That’s where active learning becomes essential.

Military Training: The Ultimate Active Learning Model

During my time in the Air Force, I participated in countless simulations, tactical exercises, and “train-like-you-fight” scenarios. Whether delivering supplies in Iraq or preparing for missions, we trained not by reading about it—but by doing it.

Anthony Da Silva Air Force - Iraq Deployment 2005

This emphasis on hands-on, real-time learning isn’t exclusive to the military—it’s what every effective organization needs in today’s complex environment. Leaders can’t afford to be theoretical—they need to be adaptive, ready, and practiced.

The SSCG Solution: Flipping the Training Model

At Strategic Synergy Consulting Group, we embed active learning into every course:

• Pre-session work prepares learners to engage with concepts before class

• Live, interactive sessions focus on hands-on problem-solving

• Real-world application tasks ensure the learning sticks

We don’t just ask people to remember. We help them practice, reflect, and transform.

Final Thoughts

Passive learning creates short-lived understanding. Active learning builds lasting leadership. From the battlefield to the boardroom, the power of “doing” cannot be overstated.

My journey through the Air Force experience has solidified this truth: when people apply what they learn, they don’t just improve their skills—they unlock their potential.

If your team is still training the old way, it’s time to rethink your approach. Because in the real world, knowing is not enough—doing is what makes the difference.

About the Author: Dr. Anthony R. Da Silva Air Force Veteran is a multi-site Human Resources professional, former U.S. Air Force service member, and co-founder of Strategic Synergy Consulting Group. His mission is to help individuals and organizations move beyond passive training into purposeful, performance-driven leadership development.

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