Its all over the news today – the Washington Post laid off a third of it’s workforce – about 300 people, in the latest blow that the advance of technology and social media has delivered to traditional businesses. Claude CoWork had a negative impact of nearly a trillion dollars on the stock markets, and everyday you hear of new jobs being eliminated, or possibly being eliminated, in the relentless pursuit of Artificial General Intelligence.
And then there are the challenges associated with the growing impact of AI on natural resources, data centers consuming more and more, and the unavoidable ceiling of resource consumption that will be reached sometime in the near future – which again will result in the collapse of the very stocks that led to this rise.
A circle of uncertainty, with little to compensate or assuage fears, other than vague statements that ‘AI will result in universal prosperity’ and ‘humanity not having to work for food ever again.’
It’s now critical that one learns more and more skills to survive this onslaught. Something that I have advocated for a long time (with not much success I must admit).
Here is a blogpost I had written around a year back, on the subject. Do have a read!
We have been trained to learn the wrong way.
The system of education that we went through encouraged spoon feeding of information, with little regard to understanding concepts – a focus on rote learning with the sole objective of clearing examinations.
This type of learning, frankly, requires un-learning, if we are to compete in the age of upskilling.
With all due respect to my former professors, I’ve long believed I gained more knowledge in kitchens, bars, and dining rooms than any college could even hold.
ANTHONY BOURDAIN
Matt Beane, in his book – The Skill Code, argues that the working relationship between experts and novices is a bundle of the three Cs that humans need to develop mastery – challenge, complexity and connection.
This builds on my personal experiences – firstly in Kyokushin Karate where the Sempai (senior) and Kohai( junior) relationship is the fundamental building block of learning the art (and life itself), and secondly, in my career where I have been fortunate to be mentored well and in turn, I have continued the cycle through teaching.
The key is not to lay it all out, nor is it to not provide any support at all. One has to ignite curiosity, point in the right direction and enable learning by self-discovery. This is cemented by discussions and deliberations between the juniors and then the senior, where the learning is tested, clarifications sought and concepts digested.
Unfortunately for us, the technology that we believe enables learning also stands in the way of this sempai-kohai relationship, where seniors bypass the learning process (as described above) by directly engaging with smart tech to get work done. This leaves juniors in the lurch and the much-needed deliberations and guidance are pretty much lost out.
What works in the mechanics shop – where the senior-junior relationship is in full flow – also works in Big 4 consultancies. The process is the same – and offers rich rewards. One just has to cultivate a spirit of learning, and completing the circle by teaching.
What do you think?