![]() ![]() It’s nice if you majored in an academically rigorous topic. Even at Khan Academy, when we hire, yes, it’s nice if you have a high GPA. In the book I talk about, what really matters. And the type of information then you get from the credentials coming out of these classes aren’t as useful as other things. And especially in that context, it makes a lot less sense. And they go to these lecture halls, and someone gives lectures to them. They’ll literally create corporate universities where people have to take time off of work. ![]() a least formally, you supposedly stop learning, even though we know that’s a complete myth, especially if you’re at a corporation in an industry where every six months you have to learn new things.Īnd what I think is very relevant is a lot of times today corporations– and I’ve been a part of large corporations– when they do corporate training, they actually try to mimic this Prussian model of education that I write about. In fact, one of the things that I point out in the book is how arbitrary it is that we define K-12 as literally K-12, and then we have four years of college, maybe some grad school. SALMAN KHAN: A lot of the themes in the book and what we talk about in education at Khan Academy, it’s not confined to what people associate with education. But how much of what you’ve learned about effective education applies to the business world? Khan, thanks for making the time to speak with me.ĪLISON BEARD: So your book focuses on K-12 education. He’s also the author of The One World Schoolhouse– Education Reimagined. I’m joined today by Salman Khan, founder of the Khan Academy, a nonprofit dedicated to providing free online education to students around the world. For more, read the Life’s Work section in the January-February issue of HBR.ĪLISON BEARD: Welcome to the HBR IdeaCast. ![]() The founder of the Khan Academy talks with HBR senior editor Alison Beard. ![]()
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