I have spent a lot of time studying the use of social media in relation to education, and I have concluded that it is very useful. Evidence suggests that crowd sourced projects (such as Wikipedia) actually work, and contain a lot of depth in their articles. The manor of empowering individuals to connect with experts and peers, to share and to discuss, leads learners to enter the flow experience and benefit from intrinsic motivation.
But where does that fit in with employers? Surely it would be a significant turn off to a recruiter when Jimmy the graduate enters and starts lobbying colleagues to use twitter, or to blog on a public forum about day to day operations? It might be fair to say that while academic can benefit from tearing down walls, an element of business success surely comes from keeping them up.
An article by Rachel Happe (2013) provides a good synopsis of the ‘what’ social media can do. And it needs to be noted that social media is merely the vehicle through which it is delivered. Too many people have seen the ‘like us on Facebook’ ads on the back of the breakfast cereal box, or have seen someone on Facebook repost some meme and equated that with social media’s benefits. But the real benefit (and this is why SM is only the vehicle) is in the human relationships that it quickens.
Building relationships is the essence of a dynamic organisation. Experiential learning is essential, but cannot be transmitted via lecture or writ. What you need is the person. Not only do you need the person, but the person needs to be empowered to share. Now think about the reasons they might not share? They might be dissatisfied with their job, they might have fear of becoming dispensable, or they might feel animosity to the person needing the information. Trust and unity are the principles behind the networked organisation for which SM is the vehicle. As I said before, the university benefits from taking down its walls to the wider world. The business could benefit from at least taking down walls within.
Empower the employees to make their own connections. Let them have fun and communicate over their areas of expertise. Regardless of the medium used (email often still suffices) it is the intrinsically motivated and connected workers who have the flexibility and connections that let the organisation solve problems dynamically – in a whole new way.
I don’t even think this is a surprise for a lot of businesses. People have been talking about networking for years. But often it is still an uneasy topic to approach. Still, for motivation and new solutions let these principles be born in mind. The work in education, and according to Harold Jarche (2013), learning is the work!