A discussion I was having the other day with colleagues about eminence and the role of social media in creating the persona of people who are experts at things brought out some rather interesting thoughts. One of the ideas that came out was that social reputation is based on one’s willingness to share knowledge. While I completely agree with that, this viewpoint confuses knowledge with the act of sharing. One can actually share things on social media without really knowing much about them. One of the things I see, for instance, on twitter, is that the rate at which people share links must mean they are reading like probably a thousand words per minute. Quite a few people I know just glance through an article or blog, and share it on social media. This is why I say hat sometime knowledge can be confused with the act of sharing.
Another important thing to understand is that it is very easy to manufacture things on social media. You might have seen a number of quotes from Albert Einstein on the web, and I don’t know how many of them are attributable to him. Taking an instance of a talk show I was watching, the analyst on the show was quoting a long-departed leader as having said something. This didn’t quite sound logical to me, so I started searching. After much searching, I found a blog which told how a lie was fabricated and why, and how it was circulated all over the world over social media. The “fact” may find it’s way twice around the world before folks start finding out. Also, there will be a number of folks on social media who will have spread the word, and very few who would take the effort to validate. What this means is that social eminence can be manufactured, and while there are self-correcting mechanisms which are there in the social ecosystem, these methods may not always be effective in a world with a very short memory. By the time you figure out something is wrong, nobody’s really interested, and setting the record straight is a moot point.
The point I am trying to make is that we need to be selective in the sources we subscribe to, and that we need to do our research before publishing something, a thing which is seldom done.
Theres lot said about the way the principles of Khan Academy can be applied in the world of education. However, i see education and training as two essentially linked areas, and so, if there are lessons for education from Khan Academy, there must also be lessons for corporate training teams.
This made me think about what could be the key take-aways for a training manager from the way content is structured in Khan Academy. And an immediate answer that comes to mind is brevity.
Today, organizations are under pressure to increase productivity so that organizations are able to deliver more with the same number of employees. This means that employees need to deliver more in the same period of time. In consulting organizations, this is a euphemism for utilization pressure. Many of us would have heard those, havent we? And while L&D managers are under pressure to deliver training to enhance employee capabilities, there is also the constraint of getting participants away from their work for a few days to attend classroom sessions. There is of course e-learning, but can e-learning be an en bloc alternative for classroom or virtual education? I dont think so.
And this is where the Khan Academy concept comes in. This is something i had championed to some extent over a period of the last few years. I am talking about training modules which are a twitterized form of training. In other words, module videos which are to youtube what twitter is to blogs.
In this scenario, the fundamental idea is that people are more interested in training to enable them to do their jobs more effectively. This means that they would be more interested in short, crisp programs (not more than 5 minutes) which help them learn how to do specific tasks as part of their job. Just the things which are required for them to become more effective in their work.
Think job aids meet youtube meets twitter.