We can define strict discipline for both consumers and content creators: define your intent as either pure entertainment or pure education.
The deliberate attempt to reside in the âstuff in betweenâ is self-defeating, resulting in zero actual learning.
The insistence on a âbinaryâ choice between education and entertainment is a failure of leadership and commercial design.
We must aggressively pursue a blended model in which engaging delivery is the only mechanism for efficiently deploying essential, difficult knowledge at scale.
The idea that âblendedâ equals âzeroâ is a potent warning against mediocrity. It suggests that a compromise in focus results in a failure of both goals.
Yet if our essential corporate knowledge is simply too dry for modern learners, the only practical solution may be a highly sophisticated, high-production-value âTrojan Horseâ of learningâmaking the educational core mandatory while wrapping it in an engaging, shareable shell.
The risk is content pollution; the reward is mass adoption.
If we abandon the binary and embrace the blended model, how do we structurally design our internal content review and incentive systems to prevent the âentertainment componentâ from naturally consuming the âeducational componentâ over time?
đ¨âPoll: How to balance education and entertainment in corporate learning?
About governing blended content
We must design governance for cognitive integrity. Our policy should not just manage content, but mandate a clear distinction between engagement for compliance and engagement for competence, ensuring our metrics are resistant to entertainment creep.
A. Implement a 70/30 rule (70% Educational Content, 30% Entertainment Hooks).
B. Tie content creator bonuses solely to post-training performance metrics, not views.
C. Use A/B testing to measure engagement vs. retention scores for all new modules.
D. Maintain the binary; strictly separate educational content from cultural engagement.
đ¨âPoll: How to balance education and entertainment in corporate learning?
We can define strict discipline for both consumers and content creators: define your intent as either pure entertainment or pure education.
The deliberate attempt to reside in the âstuff in betweenâ is self-defeating, resulting in zero actual learning.
The insistence on a âbinaryâ choice between education and entertainment is a failure of leadership and commercial design.
We must aggressively pursue a blended model in which engaging delivery is the only mechanism for efficiently deploying essential, difficult knowledge at scale.
The idea that âblendedâ equals âzeroâ is a potent warning against mediocrity. It suggests that a compromise in focus results in a failure of both goals.
Yet if our essential corporate knowledge is simply too dry for modern learners, the only practical solution may be a highly sophisticated, high-production-value âTrojan Horseâ of learningâmaking the educational core mandatory while wrapping it in an engaging, shareable shell.
The risk is content pollution; the reward is mass adoption.
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Question:
If we abandon the binary and embrace the blended model, how do we structurally design our internal content review and incentive systems to prevent the âentertainment componentâ from naturally consuming the âeducational componentâ over time?
đ¨âPoll: How to balance education and entertainment in corporate learning?
About governing blended content
We must design governance for cognitive integrity. Our policy should not just manage content, but mandate a clear distinction between engagement for compliance and engagement for competence, ensuring our metrics are resistant to entertainment creep.
A. Implement a 70/30 rule (70% Educational Content, 30% Entertainment Hooks).
B. Tie content creator bonuses solely to post-training performance metrics, not views.
C. Use A/B testing to measure engagement vs. retention scores for all new modules.
D. Maintain the binary; strictly separate educational content from cultural engagement.
Looking forward to your answers and comments,Yael Rozencwajg
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