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The article discusses salient factors related to fostering effective and wholesome learning experiences. These factors, based on the reflective insights of the authors, are discussed with the intent of encouraging further discussion and exploration that may contribute to even more effective and more wholesome learning experiences. In addition, these insights are shared with the intent of assisting new or emerging educators/trainers in facilitating effective and wholesome learning experiences.

The tone of the article is reflective in nature, summarizing key insights of the authors gleaned from over 40 collective years in higher education, as well as two decades of work-related experience in the corporate world.

The insights and reflections during the later stage of the authors’ careers in higher education led to the identification of five major themes or factors related to facilitating effective and wholesome learning experiences. These include: 1. Relevant and Applicable; 2. Engagement, Interaction, and Critical Thinking; 3. Organization and Clarity; 4. Fostering Trust Through Communication, Responsiveness, and Feedback; 5. Flexibility and Augmentation

While many of the factors highlighted in the article align with related literature, the reflective insights of the authors contribute to a more nuanced discussion of several factors. The nuanced nature of the discussion is influenced by the collective experiences of the authors from over 40 years of collective experience in higher education, combined with 20 years of collective experience in the corporate world.

The purpose of this study is to describe and explain the relationship between organizational justice, as an environment and as a buffer and suppressant for influencing cynicism about organizational change (CAOC), thereby influencing change-supportive behavior (CSB) and its impact on higher education performance (OP). The social cognitive theory was applied to test the moderating role of perceived organizational justice in the relationship between CAOC, CSB, and OP.

The research found support for the proposed model using data collected from 91 faculties at 10 autonomous higher education institutions in Indonesia and a multisource research design with a non-academic staff sample.

This finding confirms that distributive and interactional justice only influences organizational performance when perceived as moderate or high. The moderated mediation analysis findings were supported by the moderating variable of procedural justice but were supported by the moderating variables of distributive and interactional justice.

As a determinant of CAOC on non-academic staff in Indonesia, a country with a high-power distance, cynicism towards change is difficult to detect due to the prevalence of silent cynicism.