The latter part of yesterday’s post spoke about the importance of small groups, and how to go about forming them. I mentioned how the process isn’t clear at all, and about how you might have to iterate until you get the right groups for most people concerned.
But a supplementary question is, well, all right, we have the groups. Now what. As in, what do these groups do?
The beauty of a group lies in the fact that a well-knit, cohesive group that shares certain traits but also has diverse skill sets is able to accomplish so much more than an individual ever can.
So asking the group to just help each other learn achieves – nothing. Not only will it be the case that the group will achieve the goal of learning better fairly quickly, but worse, it will stop being challenging.
But, on the other hand, if you ask the group to apply what they’ve learned – ah, that’s where the magic has a pretty good chance at beginning.
Or, as Seth Godin says: ship, dammit. Not, to be clear, in those exact words, but the point he’s making is that learning all you’ve learnt isn’t worth a damn thing until you’ve put it out there in the real world.
Put what out in the real world? Anything! A blog, a podcast, a vlog, a write-up, a website, a dashboard – anything at all. But unless you use what you’ve learnt to create something, and unless that ‘something’ is up for people to see, like, love, hate and criticize… it doesn’t count.
For example (and this is the point of today’s post), go visit this page. It is a page that hosts a podcast called “The Undismal Paradox”. This is a podcast started by nine FYBSc students at the Gokhale Institute of Politics and Economics (GIPE), which is where I teach.
Mondays is a podcast about the rise of China (and related issues), Wednesdays is about the electricity sector in India (ditto) and Fridays are about understanding how consumption habits have changed because of the pandemic (ditto^2).
This podcast was started by the students themselves, with the gentle encouragement of a colleague of mine – Saylee Jog – from the Institute. I was roped in to help in any way I could, but honestly, both I and my colleague have ended up not doing all that much.
We put a basic structure in place, created a basic workflow, and put in place simple rules to follow about minimizing errors. After that, we just stepped back, and watched these nine students learn more about economics than a class could ever have taught them.
The learning happened, make no mistake. The colleague I mentioned has taught them a course in Principles of Economics and Microeconomics-I. But learning while sitting in a class is different from learning in order to teach other folks. Plus, the pressure of shipping your work to a fixed cadence, and that too, shipping something out to the world at large, is a much better incentive to learn than the threat of an examination at the end of the semester.
The podcast is about to take a hiatus in a bit, because they have exams (oh, the irony), but it will be back in one form or the other in late August/ early September.
My personal hope is that when it will be back, I and my colleague will have to do even lesser than we did this time around. Maybe these nine students can recruit others, and the podcast will end up taking on a life of its own.
But that, to me, is a concrete answer to the question, what exactly do small groups do in an online course? They apply what they’ve learnt, and make their learning available to the world at large.
Without having shipped a product on the basis of what you’ve learnt, an education simply isn’t complete.
There are problems with this, to be sure:
It by definition doesn’t scale well, because the job of the teacher/college is no longer to just teach, but also to mentor each group
It is also to guide this group through a variety of stages: the formation, the inevitable adjustment pangs, the pressure of shipping, the disagreements that will crop up. Again, this isn’t a scalable thing, and so costs will rise.
Getting the number of students in each group, and the number of groups in each class right will always be a challenge.
Some groups will not work out, especially online. Devising fallback measures and alternatives is important.
Setting up these groups, and setting up the systems associated with these groups is hard work, but hopefully, it will be a one time thing.
Tackling the inertia of the education system, and convincing it of the merits of ship-the-work is hard!
But, all that said and done, it still is worth it. Because what you learn by doing simply can’t be replaced by what you learn by memorizing.
Small groups, and shipping your work is the only way online education will work.
In addition, Aadisht had a great comment about optionality and higher education, which really deserves a post in its own right – but you can click on the link in this paragraph and scroll to the bottom to read it for now.
All that being said, today’s post ties together the thoughts and deeds of three people whose thinking I try to follow very carefully when it comes to online education.
The role of community in education
Let’s begin with this tweet from one of them, David Perell.
Both the thread of which 4. is a part, and the Twitter thread referenced in 4. are worth reading.
But today, I wanted to focus on the community bit.
A quick reminder: my thesis is that college sells you three things. The education itself, the access to peer networks and the credentialing. If there is to be an online model that will work for colleges, it must successfully provide all three (and more) at the same price (or less) as college does today.
When it comes to peer networks, can they ever be as successful online as they have been offline?
That begs the question: have they been successful offline? And that is really two separate questions.
About Peer Groups
Are peer groups worth the effort in the first place?
Is there something special about peer groups you form in college?
With regard to the first, I’m going to take a pass on answering it in depth for at least two reasons. First, I know nowhere near enough sociology to be able to speak about this sensibly for any length of time. And second, isn’t the answer obvious?
About the second question, you might want to read this essay – a part of which is excerpted below:
As external conditions change, it becomes tougher to meet the three conditions that sociologists since the 1950s have considered crucial to making close friends: proximity; repeated, unplanned interactions; and a setting that encourages people to let their guard down and confide in each other, said Rebecca G. Adams, a professor of sociology and gerontology at the University of North Carolina at Greensboro. This is why so many people meet their lifelong friends in college, she added.
The entire essay is worth your time, but the crux of it is those three points above: proximity; repeated, unplanned interactions; and college life.
Two of the best years of my life were spent while studying for my Masters degree at the Gokhale Institute in Pune. There was a fair bit of reading/learning involved, but most of those two years were spent in just hanging out with a group of people I am still close friends with.
And of the three things that Gokhale Institute gave me when I purchased a Masters degree from it, it is this group of friends that I value the most. Then comes the degree, and the least important – as it turns out – was the learning itself.
Don’t misunderstand me – learning was and is important! It’s just that for me, sitting in a class and listening to professors talk wasn’t the best way to learn. I have learnt much more by speaking one-on-one with some professors, arguing heatedly and passionately about random topics with friends, and by reading/listening/viewing to stuff on my own time.
But therein lies a dilemma.
How to reconcile online education with forming your college gang?
Random bike rides, conversations at three in the morning sitting on a ledge on the hostel terrace, giggling at a joke while sitting towards the back of a classroom is not just an important part of college. In my personal experience, this pretty much was college.
And not just during the pandemic, but even beyond, the key challenge is to figure out ways and means to achieve something approaching the same experience in this brave new online world of ours.
What might be an answer to this conundrum? That brings me to the second person whose thoughts about online education matter to me, Tyler Cowen
Small Group Theory, via Tyler Cowen
If you are seeking to foment change, take care to bring together people who have a relatively good chance of forming a small group together. Perhaps small groups of this kind are the fundamental units of social change, noting that often the small groups will be found within larger organizations. The returns to “person A meeting person B” arguably are underrated, and perhaps more philanthropy should be aimed toward this end.
Small groups (potentially) have the speed and power to learn from members and to iterate quickly and improve their ideas and base all of those processes upon trust. These groups also have low overhead and low communications overhead. Small groups also insulate their members sufficiently from a possibly stifling mainstream consensus, while the multiplicity of group members simultaneously boosts the chances of drawing in potential ideas and corrections from the broader social milieu.
If you are going to run an online course, or are going to be a student enrolled in an online course, the most important thing you can do is think long and hard about forming groups.
If you are the person running the course, you need to make the process of forming a group as friction-less as you possibly can. Without these groups, not only are drop-outs more likely, but the groups themselves are perhaps the bigger point!
Here’s Tyler Cowen again, in a separate post:
Remember Lancastrian methods of education from 19th century England? Part of the idea was to keep small group size, and economize on labor, by having the students teach each other, typically with the older students instructing the younger.
The post I quoted from is about how college might reinvent itself in the era of the pandemic, but the larger point he is making – or at any rate, the point I choose to take away – is about how learning in small groups is better than classrooms.
And on a related note, the third person whose thoughts on online education I choose to take very seriously, Seth Godin:
Great guy. Chip and I went to business school together. He was the third youngest person in the class and I was the second youngest person in the class. He got five of us together and every Tuesday night, we met in the Anthropology Department for four hours. We brainstormed more than 5,000 business ideas over the course of the first year of business school. It was magnificent. It wasn’t official, it wasn’t sanctioned. It was just Chip said let’s do this, and we did. And he picked the Anthropology Department because he knew someone there and could get the conference room.
That is from an episode from Tim Ferriss’ podcast, in which he interviewed Seth (the whole episode is well worth your time), but the point that I remembered was about small groups.
Anybody who is going to try and do education online is going to have to get small groups going. Without it – in my opinion – it simply will not work.
But how do you form these groups?
I’m still thinking about the how, and the more I think about it, the more it seems as if there is never going to be a perfect answer. Forming groups is hard, and I think we need to make peace with the fact that groups may not always work out.
People won’t get along, people will drop out, quarrels will take place even among groups that develop close bonds – there are many, many things that can go wrong. But it doesn’t matter how long it takes and how many times groups have to be formed and re-formed – it is unlikely that you’ll get an education worth the name without the formation of a group, or community.
And what do these groups do?
… will be the topic of tomorrow’s essay, for I was part of an experiment that tried to answer this question – and I really liked the answer!
I wrote an essay yesterday about unbundling college. You might want to read that first before tackling this essay.
In today’s essay, we’re going to decide how we’re going to judge the efficiency of college. What framework should we be using and why?
A Framework for Judging the Efficiency of College
Efficiency is actually fairly easy to define: maximal output for minimum input.
And input is also fairly easy to define: minimum resources to be used in terms of time and money.
It is the output bit that is rather more difficult to specify and define.
What is the output of a college? Here are some candidates:
The number of students who graduate in a given year
The marks these students score
Particularly in the Indian scenario, the placement record of the college
Number of seminars/workshops/outreach programmes conducted by the college
Research output of the faculty/students in the college
Let’s work our way through each of these, and highlight the problems that present themselves:
Number of students graduating per year:
Do large classrooms – that is, classes with a very large number of students in them – work well? The obvious reason I ask this question is if you’re going to graduate more students, the number of students per class must go up. There is a large amount of academic research on the subject, if you feel like going through it. I haven’t read all of the papers on the subject, but the consensus seems to be that larger classes are necessary from an economic viewpoint, but don’t work as well as small classes would. Key points being, there ideally needs to be some sort of an opportunity to have a discussion with the professor, and that doesn’t necessarily work out well in a large class. I’ll speak of my own personal experience in this blog post, rather than cite academic studies. The largest class I have taught included 250 students, while the smallest included just two students. Neither of those extremes is ideal: 250 is more of a speech than a lecture, while two students is economically infeasible. My personal preference would be for a class size of not more than thirty. More students graduating per dollar spent by the university isn’t a great way to judge the output, or the educational outcome, of a college, because students don’t necessarily learn better in a large classroom. And in any case, if you are going to use this is a measure, online classes have offline classes beat!
The marks these students score:
Here’s a Hindustan Times article for your reading pleasure. .. .. I quote: “Compared to last year, the number of students scoring 95% and above has increased by 118.6% and those getting 90% and above by 67.48% this year in the Central Board of Secondary Education (CBSE) Class 12 results announced on Monday. A total of 38,686 students have scored 95% and above marks in aggregate of all subjects, up by 118.6% from 17,693 in 2019. As many as 1,57,934 students have scored 90% and above, 67.48% higher than last year’s tally of 94,299.” .. .. Are students this year twice as good as they were last year? If so, why? If not, are we just giving more marks this year than we did last year? Personally, I don’t think this year’s cohort is any better (or worse) than last year’s. It is quite likely that marks have been given more liberally this year than they were the last year. You can work your way through to what the equilibrium will be, but here’s my assessment: grades become mostly meaningless in the long run. Especially when they’re being handed out like this. Judging the output of a college by taking the average marks scored by the graduating batch doesn’t make for a great outcome either.
Placement record of the college:
I should state at the outset that I am the faculty-in-charge for placements at Gokhale Institute.
Colleges, in an ideal world, should have skin in the game. Is learning a means to an end in itself, or is it the means to an end? If it is the means to an end, and that end is gainful employment, then should college not be paid only if the end is achieved? Income sharing agreements are, you might argue, a natural next step in this regard. But that being said, there is a part of me that dies a little when I think about the whole means to an end thing. Yes, employment matters, and yes, colleges should be held to higher standards than they are right now in this regard. But I would hate to live in a world where you go to college only in order to get employed. There’s surely more to life and education than that!
Number of seminars/workshops/outreach programmes conducted by the college
But this raises an important, and potentially problematic issue. Change is worth pursuing if what is new is objectively better than the old. But as it turns out, we find ourselves unable to settle on an objective measure by which to differentiate between the old and the new!
Consider the range of services that a college provides:
There are four outcomes you get from college: grades, placements, peer networks and the degree. Of the four, we have spoken about and discarded grades, placements and number of degrees awarded as useful/appropriate measures of outcomes in education. That leaves peer networks, and this is perhaps even more nebulous and difficult-to-measure than the other three.
Of the lot, employability and the quality of peer networks are (to me) the most important. But the latter is literally immeasurable, and the former ought to not be the only benchmark for judging the outcomes from education.
There is, as it turns out, a problem waiting to be solved, and it is a fundamental one.
I, along with the rest of the universe, came across this meme the other day:
Today’s post is about explaining what is wrong with this image, but also why thinking about it really, really matters. Let’s begin:
Electricity and Education: More Similar Than You’d Have Thought
This Friday, I’ll be launching a new YouTube series on India’s electricity sector. Stay tuned for further details.
The reason I bring this up right now, is because one of the points we cover in that first episode is about how the electricity sector in India became much better after generation, transmission and distribution were “unbundled”.
And thinking about that point helped me frame a question about the education sector in India. I have written about this before, but I’ll expand upon that thought in much greater detail today: unbundling college.
The Typical College Bundle
What does the typical bundle in college look like? Something like this:
A student writes the entrance exam and gets in, attends classes, makes friends, writes internal examinations, gets an internship, gets placed, writes the semester end examination, gets the degree. And next year a new batch comes in, and we rinse and repeat. That, in a nutshell, is the higher education sector, at least in urban India.
One point worth emphasizing here: when I say peer networks, it is actually much more than that. Well, at any rate, it should be much more than that. Mentors, in particular, are best discovered in college.
You really should read the article in its entirety, but here’s the quick takeaway: some firms, like Apple, are vertically integrated. Everything, right from deciding which kind of screw should be used in the construction of the latest iPhone, to the OS (that is, the software), to the in-store experience – everything is controlled by Apple. Hell, they don’t let you change the number of icons in the dock! It is a vertically integrated firm.
Other firms, such as Netflix, are horizontal. You can watch Netflix on Chromecast, on the Firestick, on your laptop, on your tablet, on your phone – Netflix honestly doesn’t care where you watch it, so long as you pay them their monthly fees. In fact, they will go out of their way to make sure that you can watch Netflix no matter what device you own. Netflix is a horizontal firm.
And that’s one way in which the forward I received the other day is wrong. Every other service on that forward is a horizontal firm. But Harvard? Entirely vertical. They control who gets in and how, they control what they’re taught and how, they control who gets the degree and how. They don’t even need to control the peer network: the Harvard alumni network is one of the reasons getting into Harvard is worth the effort, so naturally the alumni themselves will work to maintain the exclusivity. Entirely vertical!
Now, the reason that forward exists, and the reason that forward became as popular as it has, is because there is more than a grain of truth to it, especially in the year 2020.
Take a look at it again:
Most students in most colleges the world over are asking a very simple question: if we are to sit at home and watch videos, why restrict ourselves to what our college professors have to say?
Hell, for that matter, why should I bother coming up with a teaching plan when all I have to do is point students towards all of these resources?
And as the forward asks, or at least implies: if that is indeed the case, then why pay tuition fees this year? Not just Harvard students of course – every student is asking this question.
So What’s the Answer?
Well, microeconomics 101: a good place to begin is by asking what you’re paying for when you pay those tuition fees. And as I wrote in a blog post a while ago, you’re paying for much more than classes:
Now, the problem of education: when you buy a degree from college, you’re getting all three things. College is a bundle: education | credentialing | peer networks
Harvard is not charging you money to teach you stuff you can learn elsewhere. Those guys – the people who run the place and the professors who teach there – they’re pretty good, y’know. They know you can learn that stuff elsewhere.
You are paying your local college an obscene amount of money for the other two things. Coursera might be able to give you a better econ prof than your local college, but Coursera can’t yet give you a certificate that carries as much weight as does the one from your local college. This is much more true if you sub in Harvard for your local college.
Or put another way, Coursera existed since before the pandemic. Yet enrollments happened in colleges, did they not?
Enrollments happened because people weren’t buying lectures.
They were buying access to the peer networks, and they were buying the certificate.
And Harvard – and most other colleges the world over – are effectively saying that the certificate is still as valuable in 2020 as it was in 2019. Arguably more so, and so no discounts.
OK, But What About Peer Networks? Surely A Discount There?
Um, well, no. And for two reasons.
First reason, this excellent argument from Tyler Cowen:
Perhaps the logical conclusion is that both the “social connections/dating” services of Harvard and the certification services of Harvard are strong complements. If you are certified by Harvard, but live on a desert island, or carry a contagious disease, that certification is worth much less. So it is hard to unbundle the services and sell the certification on its own, without the associated social networks. Nor is it so worthwhile to sell the social connections on their own. Harvard grads are socially connected to their dry cleaning workers as it stands, but that does not do those workers much good.
Peer networks develop best when you go through intense, shared experiences. Both adjectives matter: just hanging about in a college without going through the same grind that everybody else is going through doesn’t cut it (skin in the game). And that grind must be intense, it can’t be an optional, laid-back thing.
So sure, the grind is going to be online this year, but it still is shared, and it still is intense. That’s what helps with the bonding, and that bonding is valuable enough for Harvard to get away by charging you USD 50,000.
Peer networks developed online can be an extremely valuable resource, by the way. Ask David Perell or Seth Godin, to name just two people.
Second, those peer resources stay with you for life. You develop them now, but they get even better with time than does wine! As your peer group grows and matures, the number of connections they open up increases exponentially. So even if you can’t meet your peer group in a physical sense, it still is an investment worth making.
Tyler Cowen again:
Keep also in mind that the restricted Harvard services are probably only for one year (or less), so most students will still get three years or more of “the real Harvard,” if that is what they value. And they can use intertemporal substitution to do more networking in the remaining three years. It’s like being told you don’t get to watch the first quarter of a really great NBA game. That is a value diminution to be sure, but there will still be enough people willing to buy the fancy seats. Most viewers in the arena don’t watch more than three quarters of the game to begin with.
If anything, Tyler Cowen’s analogy is slightly off the mark. The people who watch the NBA game in the stadium are never going to get in touch with each other twenty years down the line, much less depend on them for jobs or references.
So no, no discounts for reduced peer network benefits in 2020, sorry.
So far, Harvard can still justifiably charge you USD 50,000 – and they will.
So What Next?
Well, think of many vertically integrated colleges, all offering more or less the same kind of services:
… and ask yourself how we could introduce horizontal services into this structure. LinkedIn and Coursera attempt two separate models:
But the real way, if you ask me, to think about how to unbundle college is by expanding our framework a little bit more:
This is a blog post, not an academic paper, much less a book. And therefore, forgive me for using catch-all terms here. By recruiters, I mean literally anybody who will work with graduates in any capacity: colleagues in start-ups, government, think-tanks, and yes, recruiters.
But the point of the framework I shared above is this: it will help us understand where change will come from, if at all it must.
Put another way, do you think $50,000 for Harvard (or whatever amount for whichever college) is too expensive? Then you need to explain how you can get the same things (or more) that a bundled college degree gives you for a lesser price with a different model.
How to get, that is to say, credentialing, peer networks and learning (and maybe more) for less than USD 50,000. That’s the million dollar question. And even if we come up with an answer, you’ll be up against the following:
Colleges will be unwilling to change for two reasons.
Why change something that isn’t broken? And college isn’t broken, from the perspective of the college.
Firms such as Coursera and LinkedIn will struggle to replicate the “full-stack” experience that college has right now. And a piece-meal horizontal replacement will never be as valuable.
Government will be unwilling to change the way college is structured right now
Because of lobbying by colleges themselves
Because too radical a change is a risky move, with unpredictable upsides and more than a little chaos in the short run
Parents and students will not want colleges to change far too much, because the system as it stands right now is what enables jobs to come by.
And that, finally, leaves recruiters. Or as I explained above, it is us: society. Until we (society) acknowledge the fact that college as a bundle has become too sclerotic, too expensive and too rigid for its own good, we can’t begin to change it.
And so, it ultimately comes down to this: we need to prove the inefficiency, and therefore the relative expensiveness of college as it stands today to society, before we can begin to talk about reforming it.
Well then, let’s get to proving the inefficiency of college as it stands today. That’ll be next up!
“Accordingly, antifragile systems and organisms tend towards a common theme: bottoms-up decision-making, rather than top-down decision making. Antifragility requires real options, and real options are low-cost. Antifragility is only successful if you can actually detect, react, and grow in response to deviations from your present state in real time; the only way you can feasibly do this is for disorder detection and response to take place at a small enough resolution, and tight enough turnaround time. Top-down systems have a hard time with antifragility, because for them, all options are costly.” .. .. I’m late in posting this, having read this a while ago, but a useful essay by Alex Danco on how to think about anti-fragility, the term coined and popularized by Taleb. There are a lot of very useful ways to think about anti-fragility, but this essay explores immunity and how to think about our bodies immunity from the prism of anti-fragility. I found it especially useful to think about our bodies (which are at risk from the virus) and our governments (which are supposed to help us protect ourselves against the virus) and ask which is more anti-fragile, and why. .. ..
Kevin Kelly (a man worth learning more about) recently posted “68 bits of unsolicited advice“. Each advice is worth reading – here’s one that is easy to understand, difficult to implement on a sustained basis. Ask me. I should know. .. .. “Being enthusiastic is worth 25 IQ points.” .. ..
“Grades destroy curiosity. Too many kids learn for the sole purpose of raising their GPA because that’s what the system incentivizes. From an early age, I observed that my success in school depended more on my grades and less on how much I learned. In college, even though I wrote essays on my own and worked as an intern in New York City for companies like Skift, I was almost kicked out of my fraternity because my GPA was below 3.0. Likewise, my college counselors evaluated me on two metrics: grades and SAT scores. Neil deGrasse Tyson once said: “When students cheat on exams, it’s because our school system values grades more than students value learning.”” .. .. Read this essay by David Perell. Please. Read it. .. ..
This link came to me via Recommendo, which is a newsletter I have subscribed to about a month or so ago. Worth a ponder, it is about the art of critical thinking.
Great visualizations, as always, from the NYT. This one is about the spread of the coronavirus in the USA.
What is bundling? It’s selling more than one thing for a single price. When you buy a cup of coffee, you’re buying a cup of coffee.
But when you’re buying a cup of coffee at Starbucks, are you just paying for the coffee, or are you paying also for the air-conditioning, the Wi-Fi, the chairs and the overall ambiance? In fact, for quite a few folks who choose to work out of Starbucks, the coffee might end up being the least important of the things they’re paying for. That’s bundling.
Here’s an MRU video about the topic:
This thought experiment is borrowed from Bryan Caplan, author of the book The Case Against Education:
Take your pick: a world class education while you were/are in college, from the very best in the world in your chosen field. You get to pick your dream educators, your dream college, you get access to absolutely world class faculty, libraries, whatever. The works. But: no degree. You will never be able to show or prove your credentials to anybody. World class learning, but no proof that it took place.
A certificate from whichever college and course you pick in the world. Harvard PhD? Here you go. B.Tech from the IIT of your choice? Check. But: no learning. You will never be able to attend classes and learn in that college. You’ll get the degree, but sans learning.
If you chose the latter option (I would and I do), you know what signaling is.
In contract theory, signalling (or signaling; see spelling differences) is the idea that one party (termed the agent) credibly conveys some information about itself to another party (the principal). Although signalling theory was initially developed by Michael Spence based on observed knowledge gaps between organisations and prospective employees, its intuitive nature led it to be adapted to many other domains, such as Human Resource Management, business, and financial markets.
In Michael Spence’s job-market signaling model, (potential) employees send a signal about their ability level to the employer by acquiring education credentials. The informational value of the credential comes from the fact that the employer believes the credential is positively correlated with having the greater ability and difficulty for low ability employees to obtain. Thus the credential enables the employer to reliably distinguish low ability workers from high ability workers.
There’s many variants of the Caplan question that are possible. For example, would you prefer to wear an original Nike T-shirt without the logo, or a fake Nike T-shirt with the logo?
If I may be permitted to veer into slightly dark territory: would you prefer to be in a happy relationship, or show that your relationship is happy?
We are, all of us, signaling all the time. Modern society wouldn’t be possible without signaling, because the cost of communicating in a world without signaling would be too high.
But education? It doth signal too much, methinks.
Let’s go back to bundling, and think about education. What are you buying when you enroll in a college?
If you are an optimistic sort of person (more cynical folks would call you naive), you might say you’re buying an education. If Michael Spence has made an impression on you, you might say that you’re buying the credential.
By the way, if you’ve everasked the following question in a classroom – or even been tempted to – you’re buying the credential, not the education:
“Is this a part of the syllabus?”
And I’ve yet to meet a student (to be clear, myself included) who hasn’t asked that question.
But hey, it’s Econ101. If you’ve asked the question, you are minimizing learning. You are learning, but only to get on the path to maximize marks. Marks, I would argue, are more about credentials than they are about learning.
You’ve chosen, through your actions, signaling over learning.
The LinkedIn, Starbucks and Coursera Problem
What is LinkedIn’s business? It’s a professional network, and as an economist, I’d argue that one of the things that it does is that it reduces the asymmetry of information. When LinkedIn allows you to “endorse” a person for a particular skill, or it allows you to post results of a test it has enabled you to take, it is allowing you to signal that you are good.
To whom are you sending this signal? To anybody who views your profile on LinkedIn! LinkedIn is like a degree certificate from your college: you’re signaling that you know.
What is Coursera’s business? It is an online service that gives you access to recorded lectures that you can listen/see on your own time. These lectures are recorded by world-class faculty, so the learning is as good as it can get. Coursera is like a classroom (but arguably a much better one) from your college: you’re learning.
What is Starbuck’s business? Selling coffee? Sure, you could argue that, but it’s more than that. Remember, you’re buying a bundle at Starbucks! Starbucks’ business is providing an environment that allows people to work in a social setting. To work, to network, to relax, to converse – but what it sells you is comfortable environs where you can do what you want to. Starbucks is like the setting in the college but outside the classroom: it’s your peer environment where you can get work done.
Now, the problem of education: when you buy a degree from college, you’re getting all three things.
College is a bundle: education | credentialing | peer networks
And the reason colleges haven’t gone away yet – and won’t, anytime soon – is because there is no business that I am aware of that sits at the center of that triangle as comfortably as college does.
Nowadays, it is almost platitudinous to say that the educational system is broken. Why, Peter Thiel cites it as an example of thinking that is not contrarian in his book, From Zero to One.
But here’s the thing:
A Coursera course isn’t enough to land you a job these days: fact.
Most of us value, and almost always will value, the friends we make in college: fact.
The college still is the best place to go to to get both of these things together at the most reasonable price.
Learning is broken in colleges today: fact.
If you want to go up against college as a business, you need to sell the same thing that college is selling. And the college sells you a bundle.
A business that seeks to do better than college must do better on all three counts, not just on learning. All of the online learning businesses – Coursera is just one very good example – aren’t able to fill all of the three vertices just yet.
And that’s why education hasn’t been truly shaken down by the internet just yet:
Because college today is more about signaling than it is about learning, and because when you pay money to a college, you are getting a bundle.
So what to do? How to solve this problem?
In the next post in this series, we’ll see what other folks who’ve chosen to battle this beast are trying to achieve.
“There are things government could do if it were bold enough. How about a series of state-specific visas to foreigners, designed to encourage them to settle in Alaska and other underpopulated states? Alaska’s population could well rise to more than a million, and then the benefits of a good state university system would be more obvious, including for cultural assimilation. In fact, how about a plan to boost the population of Alaska to two or three million people? What would it take to get there?”
Especially read together with the last paragraph, this article is an excellent example of straight thinking – and one wonders where this might apply in India’s case?
I’m breaking one of my own rules (but hey, that’s kind of the point of owning this blog), but here’s a short video about a tyre scultpure out of Nigeria.
“Nonetheless, reading the testaments of people who’d come through a period of great uncertainty in the late 1920s and early 1930s, with the liberal order seemingly spent, it’s hard not to hear faint echoes in our current plight. As they do now, people then craved simple, emotional answers to complex economic and political problems.”
Learning more about the lives of ordinary people in the past is something I want to do more of. Germany and Germans when they realized the Russians were coming.
“The official history of China’s economic reforms is rather more sanitized, but the memoirs of Gu Mu (谷牧), who was vice premier in the 1980s and in charge of foreign trade, do help show how export discipline was applied in the Communist bureaucratic system (see this post for some more interesting tidbits from Gu’s memoir).”
If there is one book that I would want a student of modern Asia to read, it would be Joe Studwell’s “How Asia Works”. This article begins by tipping its hat to that book, and speaks about how China instilled a sense of export discipline.
“Cichon’s find shows us that when thinking about their overall impact on the planet, it’s not helpful to think in isolation about producing 2 billion iPhones. Instead, we should think about a counterfactual: What would have been produced over the past 12 years in a smartphone-free world? The answer, clearly, is a lot more: a lot more gear, and a lot more media.”
You might think that this piece is about technology. But it is at least as much about opportunity costs.
“Comparably high pricing has long been seen as a roadblock to success for Netflix in India, where competitors charge significantly less for their paid video services. For instance, Disney’s Hotstar service only charges consumers INR 365 for a full year of paid access.”
Will Netflix lower its prices in India? What do competitive markets have to say about this?
“China has been stealing our intellectual property and conducting cyber-warfare, and China is an unusually dirty country dirtying up the planet. Trump’s 25% tariffs on China should be reframed as a carbon tax.
You don’t want people negotiating trade treaties who are dogmatic about free trade. The worse job they do, the better job they think they are doing. You need people who are skeptical to be negotiating trade treaties, in order to get a better deal for the U.S. You don’t want them to be playing John Lennon’s “Imagine” in the background.”
.. Notes from a Peter Thiel speech. If you want to learn how to do contrarian thinking, there probably isn’t a better person around.
“Of all the fables that have grown up around the moon landing, my favorite is the one about Stanley Kubrick, because it demonstrates the use of a good counternarrative. It seemingly came from nowhere, or gave birth to itself simply because it made sense. (Finding the source of such a story is like finding the source of a joke you’ve been hearing your entire life.) It started with a simple question: Who, in 1969, would have been capable of staging a believable moon landing?”
I am (emphatically!) not saying that the moon landing was a conspiracy. I just enjoyed reading this article because it is a good exercise in the following exercise: I don’t believe it – not for a second. But if it were to be true, how might it have been done?
Not the most well written article you’ll find, and the advertisements aren’t fun to switch off – but a useful list of startups in the education space. As you might imagine, a topic I find very interesting indeed.
“Often failure is simply failure, and a setback is exactly what it seems. But sometimes the obstacle that has been placed in our path might provoke us to look around, and perhaps to discover that a better route was there all along.”
Tim Harford on the Doris Day effect…
“If I have to be curt, they’re famous for being famous. Another way of understanding how a family (+ dogs+friends+assistants) has risen to unprecedented levels of fame and fortune is by the Principle of Cumulative Advantage. This principle is also known as the Matthew Effect, and refers to the phenomenon of those who already have an advantage acquiring more of it. This concept is applicable to both financial and social capital.”
…and since the previous article mentioned it, Reshu Natani in Think Pragati on the Matthew Effect.
“The last time I saw Bourdain was a few months ago, at a party in New York, for one of the books released by his imprint at the publishing house Ecco—of his many projects, his late-career role as a media rainmaker was one he assumed with an almost boyish delight. At the bar, where I’d just picked up my drink, he came up and clapped me on the shoulder. “Remember when you asked me if I was a feminist, and I was afraid to say yes?” he said, in that growling, companionable voice. “Write this down: I’m a fuckin’ feminist.”
A lovely essay on the late Anthony Bourdain. Just in case you haven’t, do read this – the article that started it all.
“5-MeO-DMT is produced in large amounts by Bufo alvarius, a rare species of toad commonly known as the Colorado river toad or the Sonoran desert toad. When preyed upon, the toad secretes a venom that repels predators by causing them to, in scientific terms, trip balls. Psychonauts discovered that you can milk the toads’ venom, dry it out, and smoke it. The substance’s close relative, DMT, is an active ingredient in the traditional shamanic brew known as ayahuasca, but what they say about smoking the toad is that it’s like riding a rocket to the same place of total ego death that ayahuasca takes you to by riverboat.”
That, the excerpt above, is not what this article is about. It is about Mike Tyson. He, as the title says, smokes the toad.
“There are many ways to achieve success and fulfillment that do not involve attending an elite college. Instead of encouraging people to pursue options well-matched to their abilities, however, we tell young people that their self-worth hinges entirely on the brand name on their college diploma. This creates a perverse incentive to do whatever it takes to get into their dream school, to amass tens of thousands of dollars in student loans, and to select a major based not on the professional opportunities it will open to them but on the ease of the program’s academic requirements. Small wonder we now have a generation drowning in debt and struggling to meet the traditional benchmarks of adulthood.”
.. A long, but very reasoned rant about education in America, and about how it isn’t quite as good as it is made out to be. Also, that rare article that distinguishes between education (teaching) and research.