One goal of the Navy's Revolution in Training is to apply the "Science of Learning" to improve the performance of the Warfighter. The Science of Learning is often spoken of as if it is a "thing" that can be purchased off-the-shelf, but in reality it is a body of knowledge about learning that has been derived by application of the scientific method. The scientific method has been used for over two hundred years to derive empirical data about the way people learn, the way they remember, and the way their performance can be improved through the application of sound learning principles. Leaders can apply the Science of Learning to improve human performance in day-to-day Navy operations by using empirical data to make learning decisions rather than relying solely upon expert "opinions."

Like any area of science, the Science of Learning has its own experts. Just as the National Aeronautics and Space Administration looks to experts to help them design rockets and review the work of others, experts in human learning can help policy-makers develop Science of Learning policy. Although it is unreasonable to expect every leader in the Navy to be a "learning scientist," each leader can be taught the basic principles of the Science of Learning, and the context in which it should be applied in the decision-making process. However, to make this a reality it will be necessary to implement the organizational structures to insure that the Science of Learning is a key consideration in Navy operations. If this is not done, then there will likely be misapplication and misinterpretation of Science of Learning principles with potentially serious consequences. A human performance decision support system could be developed and implemented by the Navy to ensure solid decision-making by leaders about learning and performance issues.