A FRAMEWORK FOR CONTENT CURATION

In conversation at EduTECH earlier this year, Harold Jarche evoked George E. P. Box's quote that...

Share This Post

Share on facebook
Share on linkedin
Share on twitter
Share on email

In conversation at EduTECH earlier this year, Harold Jarche evoked George E. P. Box’s quote that “all models are wrong, but some are useful”.

Of course, the purpose of a model is to simplify a complex system so that something purposeful can be done within it. By definition, then, the model can only ever be an approximation of reality; by human error, furthermore, it won’t be as approximate as it could be.

Nevertheless, if we accept the inherent variability in (and fallibility of) the model, we can achieve a much better outcome by using it than by not.

It is with this in mind that I have started thinking about a model – or perhaps more accurately, a framework – for content curation.

I have grown weary of hotchpotch lists of resources that we L&D pro’s tend to cobble together. Sure, they may be thoughtfully filtered and informatively annotated, but a hotchpotch is a hotchpotch. I should know: I’ve used them as a student, I’ve seen my peers create them, and I’ve created them myself.

Surely we can put more design into our curation efforts so that the fruits of our labour are more efficient, meaningful, and effective…?Consider the trusty instructional design heuristic of Tell Me, Show Me, Let Me, Test Me. As far as heuristics go, I’ve found this to be a good one. It reminds us that transmission is ineffective on its own; learners really need to see the concept in action and give it a go themselves. As the Chinese saying goes, “Tell me and I forget. Show me and I remember. Involve me and I understand.” *

* Truisms such as this one are typically met with suspicion from certain quarters of the L&D community, but in this case the research on the comparative efficacies of lectures, worked examples, PBL etc appears to add up.

As a framework for content curation, however, I feel the heuristic doesn’t go far enough. In an age in which learners in the workplace are expected to be more autodidactic than ever before, it needs refurbishment to remain relevant.

So I propose the following dimensions of a new-and-improved framework…

ATTRACT ME

An important piece of content curated for the target audience is one that attracts them to the curation in the first place, and promotes word-of-mouth marketing among their colleagues.

While related to the subject matter, this content need not be “educational” in the traditional sense. Instead, its role is to be funny, fascinating or otherwise engaging enough to pull the learners in.

MOTIVATE ME

As learning in the workplace inevitably informalises, the motivation of employees to drive their own development becomes increasingly pivotal to their performance.

Old-school extrinsic motivators (such as attendance rosters and exams) don’t exist in this space, so the curator needs to convince the audience to proceed. Essentially this means putting the topic into context for them, clarifying how it relates to their role, and explaining why they should bother learning it.

TELL ME

This content is new knowledge. I recommend covering only one key concept (or a few at most) to reduce cognitive load. It’s worth remembering that education is not the provision of information; it is sense making.

It’s important for this content to actually teach something. I see far too much curation that waxes lyrical “about” the subject, yet offers nothing practical to be applied on the job. We’re beyond the sales pitch at this stage; give ’em something they can use.

SHOW ME

This content demonstrates the “Tell me” content in action, so the employee can see what the right behaviour looks like, and through that make further sense of the concept.

Real-world scenarios are especially powerful.

LET ME

By putting the content into practice, the learner puts his or her understanding to the test.

Interactive exercises and immersive simulations – with feedback – allow the learner to play, fail and succeed in a safe environment.

SUPPORT ME

This content jumps the knowing-doing gap by helping the learner apply the concepts back on the job.

This is principally achieved via job aids, and perhaps a social forum to facilitate ad hoc Q&A.

EXTEND ME

This content assists the employee who is keen to learn more by raising their awareness of other learning opportunities. These might explore the concepts in more depth, or introduce other concepts more broadly.

All that extra curation that we would have been tempted to shove under “Tell me” can live here instead.

VALUE ME

Everyone is an SME in something, so they have an opportunity to participate in the curation effort. Whether the content they use is self generated or found elsewhere, it is likely to be useful for their colleagues too.

Leverage this opportunity by providing a mechanism by which anyone can contribute better content.As you have no doubt deduced by now, the overarching theme of my proposed framework is “less is more”. It values quality over quantity.

It may prove useful beyond curation too. For example, it may inform the sequence of an online course. (In such a circumstance, a “Test me” dimension might be inserted after “Let me” to add summative assessment to the formative.)

In any case, it is very much a work in progress. And given it is #wolweek, I ask you… What are your thoughts?

Written by our Guest Blogger, Ryan Tracey

Ryan Tracey is the E‑Learning Manager at a well‑known financial services organisation in Australia. He is also an Editorial Board Member for eLearn Magazine, a moderator for Lrnchat and a co-organiser of Third Place in Sydney.

Ryan has worked in corporate e-learning for over a decade, following several years in the higher education market. He holds a Master’s degree in Learning Sciences and Technology from the University of Sydney, is a regular contributor to industry magazines, and has won a bunch of training awards.

_________________________________

(Visited 760 times, 1 visits today)

More To Explore

Corporate Culture - Learnnovators
E-Learning

Corporate Culture vs. Company Values

It’s easy to print your values on posters. It’s much harder to live by them every day. This article unpacks the growing disconnect between company values and actual workplace culture – and why that gap matters. It explores how culture isn’t built on buzzwords but on behaviours, decisions, and what leaders choose to reward. When values are lived, they create trust and meaning. When they aren’t backed by action, people notice. The piece offers practical ways to close the gap and build a culture that not only says the right things, but does them too.

Micromanaging - Blog - Learnnovators
E-Learning

Stop Micromanaging. Start Trusting.

Micromanaging rarely starts with bad intentions—but it can quietly erode trust, stifle creativity, and drain ownership from even the most capable teams. In remote settings, where reassurance can’t come from a smile or a quick hallway chat, the impact runs deeper. This piece unpacks how micromanagement shows up, why it’s often invisible to the manager, and what it really takes to build a culture of trust. Because real support isn’t about control—it’s about creating space for people to take the lead, make mistakes, and grow.

How to Develop and Retain a Highly Engaged Workforce - Learnnovators
E-Learning

How to Develop and Retain a Highly Engaged Workforce

Engagement isn’t about grand gestures—it’s about getting the everyday things right. This article breaks down what it really takes to build and keep a workforce that’s motivated, committed, and ready to grow with the company. From meaningful onboarding and recognition to encouraging autonomy and psychological safety, it’s a practical look at how small, thoughtful efforts can add up to a culture people want to be part of—not just today, but for the long haul.

The Power of Recognition: Building Employee Loyalty Through Appreciation - Learnnovators
E-Learning

The Power of Recognition: Building Employee Loyalty Through Appreciation

Appreciation might seem like a nice-to-have, but in reality, it’s a game-changer. This article unpacks why recognition is more than just good manners—it’s a smart, strategic move that drives loyalty and performance. From making praise timely and personal to encouraging peer-to-peer shout-outs, it explores how small, thoughtful gestures can shape a culture where people feel seen, valued, and motivated to give their best. Because when recognition becomes a habit, it does more than lift spirits—it builds teams that last.

Creating a Sense of Belonging in Remote Work Environments - Learnnovators
E-Learning

Creating a Sense of Belonging in Remote Work Environments

Remote work comes with plenty of perks, but it can also leave people feeling disconnected. This blog dives into five straightforward ways to create a stronger sense of belonging across remote teams. From taking time for real conversations and celebrating everyday wins to encouraging openness and involving everyone in decisions, it’s about making the small things count. Because when people aren’t in the same room, connection takes intention—and a little thought can go a long way in building a team that feels truly supported.

How to Cultivate Resilience in the Workplace
E-Learning

How to Cultivate Resilience in the Workplace

Resilience at work isn’t just about getting through tough times—it’s about learning, growing, and coming out stronger. This blog looks at simple, practical ways to build resilience across your team, from creating a safe, supportive environment to encouraging real connections and open conversations. It also highlights the importance of recognizing growth, even when things don’t go as planned. When resilience becomes part of everyday culture, teams are better prepared to handle whatever comes their way—and keep moving forward.

REQUEST DEMO