432. Inside Mindful Teaching

In challenging times, it is very easy for educators to be distracted from what we value most in our work. In this episode, Roberta Schnorr joins us to discuss how mindfulness practice can help us bring our authentic selves to our classrooms.

 Roberta was, until her retirement, one of our colleagues at SUNY Oswego. Her professional career spanned 40 years, including nearly a decade in public schools, over 25 years directing a graduate program in SUNY Oswego’s School of Education, and she has been a mindfulness practitioner for 20 years. She has taught and facilitated mindfulness in community settings, including a prison and a public library.

Show Notes

  • Schnorr, Roberta (2026). Inside Mindful Teaching. Mantra Books
  • Roberta Schnorr’s website
  • Apps/websites recommended by Roberta:
    • Insight Timer – many choices, with an option to save favorites. Use the search tool to see topics in the library. Perhaps search for types, like Breath or Body Scan or Anxiety. A few to search for and try out: Relaxing your Mind (9 minute guided breath practice), Getting Grounded (15 min) by Kaira Jewel Lingo, A Pause for Presence (11 minutes) by Tara Brach, Basic Body Scan and Breath practice (11 minutes) by Tara Brach, Safe Place Imagery (10 min) by Dan Roberts.
    • Plum Village App – (Offered by Plum VIllage, Buddhist community, but most practices are focused on Mindfulness with secular language). Suggestions to explore: Meditations→Deep Relaxation→15 minute offering from Sr True Dedication, Meditations→Guided Meditations→Short Meditations→Mindfulness of the body by Br Phap Dung, Meditations→Guided Meditations→scroll down to More Guided Meditations→ Learning to be a Human Being by Br. Phap Dung or What’s Not Going Wrong? by Kaira Hewel Lingo
    • Tara Brach’s Website – free web-based guided practice
    • Happier Meditation (formerly known as 10% Happier) – Dan Harris – paid app
    • Calm – paid app
    • Sean Fargo’s Top Guided Meditations

Transcript

John: In challenging times, it is very easy for educators to be distracted from what we value most in our work. In this episode, we discuss how mindfulness practice can help us bring our authentic selves to our classrooms.

[MUSIC]

John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

[MUSIC]

John: Our guest today is Roberta Schnorr. Roberta was, until her retirement, one of our colleagues at SUNY Oswego. Her professional career spanned 40 years, including nearly a decade in public schools, over 25 years directing a graduate program in SUNY Oswego’s School of Education, and she has been a mindfulness practitioner for 20 years. She has taught and facilitated mindfulness in community settings, including a prison and a public library. Welcome, Roberta.

Roberta: Thank you so much for having me, John and Rebecca. I’m just delighted to be here.

John: We’re happy to talk to you. It’s been a while. We’re glad to reconnect.

Roberta: Yeah, it’s great to catch up.

Rebecca: Today’s teas are:… Roberta, are you drinking tea with us today?

Roberta: You bet. Yogi ginger tea, my favorite, in my favorite tea mug with the reminder from Lennon and McCartney to let it be.

Rebecca: Love it.

John: Very nice.

Rebecca: How about you, John?

John: I am drinking a ginger peach green tea today.

Rebecca: I am drinking an Awake tea right now.

John: …which is probably good. [LAUGHTER] It’s been a long day for you.

Rebecca: It has been.

John: So we’ve invited you here today to discuss your forthcoming book, Inside Mindful Teaching, which will be available around the time when the podcast is released. What do you mean by mindfulness, to set the stage for the discussion?

Roberta: Thanks for asking. It’s a term that’s become quite common this day and age, and I think it has many meanings. By mindfulness, I mean that I want to cultivate both my attention, to be attentive to my actual life and my intention of how I want to be in this life, it really is a way of seeing and being in life. Mindfulness practices help me to grow my presence and to notice when I’m present or when I’m maybe stuck in a story about the past, whether it was 10 minutes ago or 10 years ago, reliving a meeting I just came from, or planning too much and getting caught in worries about the future, and bring myself back to the direct experience of this moment right now. So that’s kind of my working definition.

Rebecca: Can you talk a little bit about the origin story of your book and how your own mindful practice maybe has led to or influenced your book.

Roberta: Yeah, so let me start with my own practice, because that was the piece that came first. Like many people that choose to pursue a mindfulness practice, mine was prompted by a period of deep suffering and confusion. Who was Bobbi before mindfulness, who was Roberta? I was fast paced. I was an over functioner. I was productive and rewarded for it. I was over scheduled. I focused on doing, doing, doing and to hold that all up, I was really focused on being in control of a lot of pieces. When I was nearly 50, something happened, and something came up that disrupted that, and I fell apart. It was really an emotional falling apart, and I couldn’t operate from that anymore, and I felt helpless, I felt terrified, I felt very ungrounded. So I did the wise thing and I went to therapy. And during that period, I began meditating on my own based on some reading I was doing, and within just a couple of weeks, I was experiencing benefits of the practice. I wasn’t cured by any means, but I would experience after a mindfulness setting, when, for me, there were no apps, I was just like trying to learn to sit with my breath for five minutes, and then 10, and then 15, and I would get some relief. So I kept doing it, and then I began having some experiences of shared mindfulness practice in yoga classes at that time. And I co-started, co-began a local mindfulness group that meets weekly. We still meet weekly, and had benefit from that kind of shared energy of mindfulness with others as well, and went on some retreats. So those were the beginnings of my mindfulness practice, birthed during this time of deep confusion and suffering. It’s interesting, when that question comes up, I realize now that the seeds of this book were also being watered during that period, that very early period, although I had no intention of writing a book. I was surviving my experience, and one element was my therapy. While my therapist used different language, he didn’t talk about mindfulness, essentially, he was inviting me to be more mindful in my life. He was inviting me to carry out what he called experiments in different spheres of my life, which were primarily my family life and my teaching, and asking me to see what happens if I just showed up without trying to be so in control. Could I just trust and show up and respond and see how that goes, see how people respond to that. That felt pretty vulnerable, but I really trusted this guy. He was a very skillful person, and he was helping me, so I was taking baby steps into these experiments, and interestingly, they went well sometimes. [LAUGHTER] So those were some of my very first explorations of mindfulness in my teaching. I hadn’t labeled it as that. At the same time, I was just beginning as part of a writing group. These were eight women, all professors in the School of Education. We still meet. We meet monthly to share writing, to respond to one another’s writing. And because I was in that writing group, I began processing my experience through writing. I’d never been a person who journaled, but I started to write short pieces, personal pieces, and journal type pieces about experiences I was having. And then I eventually became brave and floated one to writing group, and it was received so beautifully and so tenderly, and I felt so supported. That writing group became another place for me to share more of my authentic self and practice with this direction. And then, as I really made a commitment to focusing on mindfulness in my teaching, as I had done more healing, I continued to write about those experiences for myself. It was a way for me to pay attention to what was happening in my teaching and to document it. In a way, they were like field notes… I’m a qualitative researcher, just for me. And I would share those with writing group from time to time. And they were all teaching. They’re all professors, and they resonated with them, and they really encouraged me to keep going and just write and get it down, and eventually, really encouraged me to share it with a broader audience. So I would say you can blame writing group for the book. [LAUGHTER]

John: Writing groups can be very powerful experiences, very productive experiences in keeping people moving forward in their projects. So, as you adopted mindfulness practices, how did that begin to affect your teaching and your interaction with students and classes?

Roberta: This is going to be a long answer. There’s a lot to this, and I really want to share some details in a bigger picture with our listeners. So first of all, there were observable ways that my teaching changed. I was slowed down in my body, my speech. There were more pauses in our class, still within a decent pace and flow as I facilitated. Our transitions were less rushed. We tried to do one thing at a time and then have some closure. There was more space for student interaction, for student sharing. But the biggest change is that mindfulness really reoriented my relationship to my teaching, and out of this long process of writing and reflection and experimentation, three insights emerged for me that I understand are essential for my mindful teaching. One is my professional knowledge, pedagogy skills that I bring to this teaching world, this teaching life. The second is this mindfulness of my inner experience. This is about the body sensations I experience, and the feelings and thoughts that can emerge from those. And the third is something I call intention, and intention is kind of a compass that helps me to stay on track with making my teaching offering a wholesome one. So I’d like to take a couple of minutes and unpack each of those for you and our listeners. So let me just begin with professional knowledge and skills. Like many professors, teachers, this was in the forefront. This was my identity. This was what I was bringing to my teaching. It dominated my relationship with my teaching in some good ways, but now I realize also with some limitations, I was pretty attached to people getting [LAUGHTER] my stuff. I was preparing special educators. It’s a complex professional role, and my question about what I was offering for myself was, what do special educators need to know, understand and be able to do to fulfill this complex role? There’s an overwhelming amount of stuff that good special educators need to know and be able to do. Mindfulness helped me to distill that, to figure out what are the essential elements for beginning special educators. On a practical level, I really cut back on how much we were doing each semester and in each class session. I cut down on the number of assessments that were required of students. These actions created more space and lessened the anxiety for myself and for my students. So that’s the first one. Professional knowledge and skills, still a piece of my framework, still important, my relationship to it has changed. The second element is mindfulness of my inner experience. Well, this was new territory that began emerging in therapy. This is about me first recognizing, just being aware of this feeling in my gut or my chest or whatever, this tension in my neck that’s arising, and be conscious of whatever feelings or thoughts might be rising out of that. Be able to recognize it, allow it to some degree, not push it down, run away from it, and then grow the ability to be able to be with it, to work with it without being overwhelmed, distracted, or to have my decision making derailed and be pulled around by my anxiety and operate out of more reactivity than thoughtful responses. These emotions still visit me regularly, I’m sorry to say, [LAUGHTER] but I can now be with them, and I have a different way of relating to them, and I have practices. So one thing is, I learned they come up in the flow of your teaching. I can’t stop and go sit on the cushion and take care of them for 10 minutes. So it’s just a matter of naming that anger and letting it know I’ll come back to you, but we’re going to move on with class. It’s not a cure. Sometimes I have to tolerate there’s still some discomfort as I continue to teach, but I’m not going to let that take over and then later on in the evening, or the next time I get some time to sit and practice, I can get curious about that maybe, and say, “Whoa. Where did that anger come from? What was that about?” I’m not sure it was about that student’s remark. What was that about? And try to have a deeper understanding. I’ll tell you one of the ways I talked about this. In 2013 I was diagnosed with cancer. My daughters were then college students, and one of the things I said to them, as we were all kind of experiencing fear, was: ‘Your job is not to control fear. Fear is going to be on the bus. You don’t have to try to kick fear off the bus or prevent fear from being on the bus, it’s going to be on the bus. Your job is, do not let fear drive the bus.” And that became our way of talking about allowing and managing this thing that was part of our experience. So this ability to be connected to my inner experience and grow some skillfulness with it is really foundational to my mindful teaching. The third element that I call intention, was the last thing to fully emerge in this process. The first part was there, and that is about this question, how do I want to impact my students, learning both now and in the future? And I had a pretty good idea about that, and that’s a broad question. That’s a broad intention. It’s more than graduating and getting a college degree. It’s more than getting a teaching certificate. It’s more than passing an exam. My response to that in my teaching work was, I want to prepare teachers who bring both the will and the skills to help all students maximize their capacities in inclusive learning environments. That’s a high order. Special educators serve a wide range of kids with a lot of learning characteristics, but that was the vision and intention, the aspiration and the vision I saw for my students as they were teaching in their teaching careers. Over time, part two emerged, and it was a different kind of question. That question was, “Who do I aspire to be as a teacher?” The first question was about, what I know when all the professional content and pedagogy and skills. This question was about being, so my response to that question, as I reflected on it and worked on it in this mindful teaching journey, became, “As a mindful educator, I want to make my best offering to all of my students from a place of presence and connection.” I think each educator has to sit with those questions themselves and figure out what they are specific to their teaching role and their aspiration. But for me, if I stay in touch with those questions, they become more internalized and they kind of serve as a compass. When I reflect before in my preparation, or during or after class or a meeting, an interaction, I know right away when things feel right, when I’ve mostly met my intention, and I know right away when I was not able to meet my intention, it feels wrong. So the question is, can I still bring some kindness to that, especially for myself, so that I can reflect and have some curiosity and maybe learn something from that? Were there conditions that I could have worked with better to be better prepared, or was my capacity low that day, whatever, and the very least, can I then also kind of let it go and move forward and not get stuck in it, so that I can begin anew. So those are the three elements of what I think are my real reorientation to my relationship with teaching as a result of bringing mindfulness, making it central to my teaching.

Rebecca: Can you talk about taking time to reflect on your practice and digest those feelings that you were having, and then intentionally making choices about reducing the content that you’re covering, thinking more about the essentials and having more room in a class, and then also thinking about all the things that you’ve identified. How did that really change your relationship with students? What does that look like? How is that different than it was before?

Roberta: Well, I think the first word that comes to mind is it’s more authentic. It’s more human. Our relationship has to be framed also about this professional journey they’re on, and the standards and things about that, but it’s not defined only by that. I think we can see each other’s humanity, and I can allow more of my humanity to be seen and to be felt in this relationship. I can be more open to seeing them as people and hearing what’s going on in their life. It doesn’t change the criteria for what we need to accomplish on this path professionally, but I think it can create a more nurturing and supportive relationship for teaching and learning, but just as people on a path together, on a journey together. It’s really helped me be a better mentor.

Rebecca: How does that differ from the relationship many faculty have with students that are not doing mindful teaching.

Roberta: Well, I can only speak for myself, because there was a long period I wasn’t doing mindful teaching. I’ll give you some examples of what it was like before. And before, I think that many students were nervous about how I might respond. Some students could go with this energy I was bringing, and they were comfortable, quite a few, really, but some students probably found me scary and unapproachable, I think maybe rigid. And I think those things probably were true, and they were really the experience of some students. I don’t think most, but I think some, and each student’s experience matters. As I began to practice intentionally with mindfulness, my perception is students felt safer. They could take more risks. They’re teachers, and now they’re going to be special ed teachers, and they were in our program in real teaching situations every semester, part time and then full time, and what I saw as I was bringing more mindfulness, is my candidates could bring more flexibility and more intentional decision making to their planning, to their teaching, to their reflection and adjustments to their teaching. There was less focus on what they thought I wanted and more trust in their growing professional capacities to make decisions and try them out and notice and shift, whether they worked perfectly or not.

John: Now you’ve talked a bit about how this has affected your teaching and interaction with students. How did the adoption of mindfulness practices affect the rest of your life?

Roberta: That’s another great question, because this isn’t something you do in one sphere, which is what happened to me. I was practicing mindfulness, and then there was like, “Oh, I think I need to bring this into my teaching.” [LAUGHTER] Like, that’s part of my life. And a funny thing was, I was writing in this chapter, and I told one of my daughters about that, she said, here’s a title for your chapter, “Damn it, now I have to change my teaching.” [LAUGHTER] To have integrity, I needed to make a shift. But how has it changed me overall? For me, mindfulness practice has been deeply transformative, deeply transformative in every sphere of my life. Physically, I experience much more settled energy. My nervous system is regulated more of the time. I realize now I was like living in a pretty activated state most of the time, I think from the time I was a child, and that meant that I was always on the edge of my window and easily, kind of triggered into reactivity. So that physical calmness was really new to me, and it’s really quite pleasant. I mentioned being more authentic, and that’s absolutely been a gift of my mindfulness practice that comes more naturally to me. It comes naturally to me. I can allow more vulnerability, more tenderness with myself, first of all, which allows me to allow that with others, including students and colleagues. I experience a lot more stability, especially noticeable when life gets difficult, when the unexpected happens, when you get that information like, “Oh damn, the cancer’s back.” With my mindfulness practice that doesn’t have to be a total crisis. This, too is life. I can choose how to respond and participate as I go forward. So there’s also been a shift in how I view both my teaching and whatever it is I’m doing. It’s not always called formal work at this stage, and that is that I learned first in my teaching to shift and view it as an offering, an offering where I could let go, really practice letting go of how I might be perceived, how my offering might be judged or perceived, and just focus on it as an offering and the conditions that I could bring to make my best offering. So today’s an example where I’m practicing with offering. You two have done a lot of podcasts. I don’t do podcasts. This is my first, so I was experiencing some anxiety as this date came closer, and I got myself back to like, “Oh, it’s like my class.” Like, what’s my intention? My intention today is just like my class. I want to make my best offering to our listeners and to you from a place of presence and connection. I know what I need to do to prepare for that, the conditions I have control over. So I made some extra space yesterday and today. You were very helpful to me in preparing for the expectations, for the conversation and the context, but it was really my job to take care of myself and do more mindfulness practice, and to prepare with both the content and my energies, and to use some resources to get ready to take care of the things that might make this the best offering I could make today. It’s very freeing to me to have this shift of operating from offering, really freeing.

Rebecca: We have frequent conversations with faculty, and we’ve had conversations on the podcast about people feeling overworked or overwhelmed or kind of a lot of things on their plate, many of the things that maybe you were describing earlier [LAUGHTER] and sometimes adopting a new practice or thinking about something new like mindfulness can seem overwhelming, or that it’s going to take time or effort from other things. Do you find that you’re spending less time on other activities so that you can focus on these efforts? Or can you talk a little bit about time?

Roberta: Yeah, time rules all [LAUGHTER] of us, doesn’t it? So first I will say that I think I am spending less time on some things, and I was even still in my teaching life, because mindfulness helped me get clearer on how to spend my time, and I didn’t have to overbook and say yes to everything. I could choose where I was going to be able to make the greatest impact with my offering, and I could see where sometimes I was spending time on things that took a lot of time but were unlikely to make much of an impact. I don’t mean in my classroom, but I mean extra things. There’s still never enough time. Life’s very full. But initially I did think of mindfulness kind of in that way, like real mindfulness meant I had to have time to, like, sit for 20 minutes every morning and do this formal practice, or 30 minutes, and I had to make time for these very formal ways of thinking about practicing mindfulness. But as I have grown in my practice, I understand it now as an orientation, a way of life for me, that’s become much more integrated. And there’s a lot of ways I was practicing even early on, and you mentioned some of these before we got started, Rebecca, about your trip over here to start this conversation. So when I would arrive at the school where I was teaching, it was a public school, and my candidates were going to be tutoring a student, and we stayed right on for a grad class. I would pull in, and I would try to stay in my car for just a minute and take a breath or two, no formal practice. And then when I got out of my car and gathered my bag of materials, I was pretty good at this. I tried to just take mindful steps from the car to the entrance to the school, they weren’t super slow, but to be aware of my feet on the ground, to drop out of my head, to look at the sky, to feel the temperature, to feel if there was a breeze, to notice if there was sunshine… once in a while. And just kind of get in my body for that transition from the last meeting, or whatever, to this teaching context, and try to stay out of going through the list of things in my head that we were going to do in class. So that’s one example. I’ve got to walk from the car to the building anyway. It can be a mindful three minute walk, and that’s practice. Another thing I do every morning is I get to have one cup of coffee a day, and I love my coffee, so that’s become part of my mindfulness practice. These days, I sometimes only have 5 or 10 minutes in the morning for formal practice, but I make my coffee as mindfully as I can. I pay attention to making my coffee. It’s the only cup of the day I want it to be, just right. [LAUGHTER] And I sit in my favorite chair with my coffee, and I do not open my phone, and I hold that cup with two hands, and I feel the warmth of the mug. I inhale the scent of the coffee. There’s a little cinnamon in it in this season. I take sips, I hold it in my mouth, and I really taste it and experience it. I sometimes congratulate myself on I’ve made a really fine cup of coffee today, and I drink my coffee as much as possible without reliving something that’s happened before or starting to go into my to do list for today. It’s a real practice, because my mind wants to go there. But if I can give myself five minutes just me and my coffee, that’s a little mini retreat. That’s part of my practice, even if I only get five minutes for a more formal, guided sit or walking. Yeah, often midday, during what’s kind of my lunch break, I have maybe a half hour to an hour and I put on an app with a 15 minute body scan. And I do not usually go to sleep, but I get in a comfy chair, recliner, and I listen to this body scan take me to attend the different parts of my body. It’s very relaxing, and when I’m finished, I feel like I’ve had a nap sometimes. So there are little things that I can do through my day that are not about scheduling extra time. Those are a few examples.

Rebecca: I mean, you should have maybe drank tea in the morning, but… [LAUGHTER]

Roberta: Maybe. I switch to tea for the rest of the day.

Rebecca: Ok.

Roberta: I drink a lot of tea.[LAUGHTER] If this was a morning recording, there would have been coffee. [LAUGHTER]

John: …and that’s not uncommon on the podcast.

Rebecca: I know that’s why I had to tease. [LAUGHTER]

John: Now, you mentioned your work with your pre-service graduate students, and in your book, you share a bit about how you introduced some mindfulness practices to them. Could you talk a little bit about what you shared with them and how they reacted?

Roberta: Yeah, I’d love to talk about that. So first of all, slowly. I shared nothing with my students in terms of introducing them to practices, until I had cultivated a personal practice and I had really been exploring bringing it into my teaching for several years. I was a teacher. They were becoming teachers. The more I saw the benefits of it in my teaching, the more I felt compelled that this should be part of their preparation. The first reason was I wanted to support their well being. These are grad students that were, for the most part, doing daily subbing. They were getting up and teaching from seven or eight in the morning till three or four, and then they were coming to grad class from 3:30 to 7:30 or something, with their tutoring to seven. It was a long haul. They were stressed. They were tired. They were anxious. There’s a lot of anxiety anyway in life, but being a grad student for me was also kind of a peak time. So I knew that mindfulness was a way that I could support some of their well being and maybe relieve some of that stress. I also did share a little tiny bit about how they might explore it in their teaching, because they were actively teaching. And mindfulness is always mindfulness of something. And the thing we shared was about teaching. So here’s what it looked like in the last few years, and this evolved over five, six years, from me sharing a little bit to then getting clearer on how I could be more structured and share a bit more. So as I mentioned, the context was graduate class in this public school, they arrive, there’s an hour of tutoring a student that they stay with for the whole semester. I’m on site, supervising and supporting. Then we come back together as a class and have our graduate class in the same space. So the tutoring program did not start our first week of classes. So the second graduate class, I spent most of that class as kind of a mindfulness workshop with them. I facilitated and guided them through a number of experiences with mindfulness practices, but we did body practice, we did breath practice, we did mindful walking, we did mindful eating, we did mindful listening, give them tastes of different things and process a little bit, and sort of giving them a menu or two for like, where were their preferences and what was working for them. And then I invited them at the end of that class to practice 10 minutes a day, five days if they could, in the coming week. And we were using Blackboard at the time for course management, and I asked them to write just a little bit about their 10 minute practice each day, so I could tell if they wrote that wrote that day on Blackboard, and I intentionally didn’t respond to their daily postings about their experience. I wanted it to be their experience, so I waited and read them at the end of the week, and then we got back together on Monday for our next grad class, and we spent probably 20 minutes sharing and talking about their experiences, which were overall quite insightful and positive for them. This was all ungraded. It was very clear in the syllabus. All ungraded. Everybody did it. Then we got on with the business of the next day we had kids coming. We got on with the business the rest of that class of like, all right, what assessments are we doing tomorrow? What are you going to learn about this student as a reader so you can start teaching? And then the next day, when they started tutoring, eventually it became our practice every single time to first meet as a group for five minutes of guided mindfulness practice, which I facilitated. And then it was like, have a great tutoring session, see you in an hour. That was what we did. And then I asked them twice during the semester to write me like just two pages maybe, something about your mindfulness and your teaching. What are you noticing? The other thing I did do the first few weeks was I shared a few examples of my experience of bringing it into my teaching with some school age learners I worked with, and really inviting them to notice their inner experience. When does the anxiety come up? What does it feel like in your body? Can you be more in tune to noticing the anxiety coming up before you’re feeling overwhelmed or frozen, and then giving them a few go to practices that they could use in the moment. So you’re in the flow of a lesson with a seven year old, the lesson isn’t going as you planned, or the kid refuses to engage, the kid’s stuck and doesn’t know how to keep reading. You can’t remember what to do. So those strategies were like, take two or three breaths or look out the window. What’s the sky look like in this moment. Look back at your kid. Start again. One student I remember wrote about using self talk. I remembered Bobbi saying, like, “if I couldn’t remember what to do, just give them the word and nobody was going to die.” So these little things, but it tuned them in and in their reflections, I was just so so surprised that every single student could identify something that was relevant to mindfulness, and many of them wrote really rich examples of how they were kind of working it in their teaching and in their lives. The biggest and best surprise was a full year after I had them in the fall, this group of students went out for their full-time internship, and they didn’t have any more support around mindfulness from any other faculty member, and I wasn’t with them in the spring, and yet, in their journals that were required as part of their internship seminar, many of them were able to cite examples of how they were bringing mindfulness to their teaching in this very Intense, full-time placement. So, responses were overwhelmingly wonderful. And not every single student, but everybody kind of got what it was and tried it out, and many had these really wonderful responses. I just learned a lot from my students and their mindfulness journeys and the courage they brought to trying these things on in this kind of high-stakes graduate teaching and learning situation, it was very affirming for me, also, that the experiences I was having with some mindfulness in my teaching were supported by their efforts. It was also striking that they were getting this much preparation in mindfulness, and they were brand new teachers, and they could bring these brand new things together and do something with them, like, wow.

Rebecca: In some ways, you’re describing big changes in people’s lives where this intervention is occurring. Grad school is a big change for people, or being in the classroom for the first time with their students can be a big change. There’s a lot of changes and challenges that all teachers are facing currently. We’re thinking about, like changes in AI, thinking about political attacks on education. The list goes on, like a laundry list of things that are on all of our minds today. And I can imagine that like in that setting, adopting a mindful practice could help alleviate some of that challenge, if we can move in with this attention. Can you talk a little bit about the first steps someone might take if they want to adopt a practice like this?

Roberta: Yeah, so first of all, I’ll agree, we are indeed in very challenging times, and what I always kind of share with people now wasn’t available to me as a beginning practitioner, is I share apps. There’s a lot of resources now. There’s a lot of great apps, some are free, that have guided practices in many forms, and it’s a great support for beginning a little personal daily practice, even if you only have 5 or 10 minutes a day, either in the morning, midday, evening, whenever you’ve got that space. In fact, we could share a few suggestions in the show notes, if you like, for people to check out.

Rebecca: Yeah, that’d be great.

John: We always end each podcast episode with the question: what’s next?

Roberta: You know, for me, I really, really enjoy and find it very satisfying to share mindfulness practices because they’ve been so helpful to me, and especially in these times that are very unsettling for many of us, and lots of change and difficulty. So one way of doing that is sharing my experience in the book. And for people that are interested and have some mindfulness practice going, and are interested in trying to explore that in teaching. I hope my book will be a resource to them. And the other thing that I’ve been exploring that is less explicitly dissected in the book, because it came after, is trauma-informed practices, and how I’m really integrating more of that into my facilitation, and I’m about to start in a new study group to learn more about group nervous systems and our shared energies, and I think that’s going to be helpful to me, not only as a facilitator and a teacher, but every group I’m in, including my family.

Rebecca: So it’s great to keep learning, right?

Roberta: Yeah, it sure is.

John: And trauma-informed pedagogy, I think, is especially valuable in these times.

Roberta: Sure thing.

John: Well, thank you. We really appreciate you joining us, and it was great to talk to you again.

Roberta: It’s been my great pleasure to talk with you, to meet you Rebecca, and to have this opportunity to reconnect with my Oswego family and beyond. So thank you so much for this podcast offering.

Rebecca: Thank you.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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429. An Educator’s Guide to ADHD

Each student brings individual strengths and challenges to our classroom communities. In this episode, Karen Costa joins us to discuss ways to help students with ADHD thrive.

Karen is a faculty development facilitator specializing in online pedagogy, trauma-aware teaching, and supporting ADHD learners. Karen holds graduate degrees and certificates in education and education leadership; trauma and resilience; trauma-informed organizations; and neuroscience, learning, and online instruction. She is the author of 99 Tips for Creating Simple and Sustainable Educational Videos, and has served as a facilitator for the Online Learning Consortium, the Online Learning Toolkit, and Lumen Learning. Her most recent book, An Educator’s Guide to ADHD, has just been released by Johns Hopkins Press. Through her business, 100 Faculty, Karen offers supportive, fun, and engaging faculty support and development to faculty from all over the world.

Show Notes

  • Costa, K. (2023). 99 tips for creating simple and sustainable educational videos: A guide for online teachers and flipped classes. Taylor & Francis.
  • Online Learning Consortium
  • Lumen Learning
  • Costa, K. (2026). An Educator’s Guide to ADHD. Johns Hopkins University Press.
  • 100 Faculty
  • Clear, J., & Clear, J. (2018). Atomic habits: Tiny changes, remarkable results. Penguin Publishing Group.
  • Costa, Karen (2022). Systems Aren’t Scary. Medium. October 31.
  • Hallowell, E. M., & Ratey, J. J. (2022). ADHD 2.0: New science and essential strategies for thriving with distraction–from childhood through adulthood. Ballantine Books.
  • Dr. Ned Hallowell’s TikTok channel
  • Fehmi, L., & Robbins, J. (2008). The open-focus brain: harnessing the power of attention to heal mind and body. Shambhala Publications.

Transcript

John: Each student brings individual strengths and challenges to our classroom communities. In this episode, we explore ways to help students with ADHD thrive.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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Rebecca: Our guest today is Karen Costa. Karen is a faculty development facilitator specializing in online pedagogy, trauma-aware teaching, and supporting ADHD learners. Karen holds graduate degrees and certificates in education and education leadership; trauma and resilience; trauma-informed organizations; and neuroscience, learning, and online instruction. She is the author of 99 Tips for Creating Simple and Sustainable Educational Videos, and has served as a facilitator for the Online Learning Consortium, the Online Learning Toolkit, and Lumen Learning. Her most recent book, An Educator’s Guide to ADHD, has just been released by Johns Hopkins Press. Through her business, 100 Faculty, Karen offers supportive, fun, and engaging faculty support and development to faculty from all over the world. Welcome back, Karen.

Karen: Thank you. I’ve been here before a couple times. It’s been a while, and I just want to say I’m so impressed with your continued work, that you are able to put these incredibly helpful podcasts out into the world. I think the first time we talked was around COVID lockdowns, about trauma, and you’re still doing this, and I find that so impressive. Thank you for all that you do.

John: In fact, your first podcast with us during the pandemic was our most popular podcast ever, and it remains so, it’s still number one on our hit list of the most popular podcasts.

Karen: Well, that wasn’t me. That was because people were trapped at home and desperate for some kind of simulation. So I can’t take credit for that.

John: You provided some help that they desperately needed during that time.

Karen: I’m glad you said that. I do get nervous about these things, but I think you all are my first sort of podcast stop. I’m talking about this book, and it’s a little different, because the book’s not just about helping students and helping teachers, but it’s about me and being somebody with ADHD and late diagnosed and all that comes with that, and I speak pretty openly about it, but there is an element of vulnerability to that. So I gave myself a little extra TLC this morning, reminding myself that it’s normal to feel that vulnerability. I’m really glad to be having this first initial conversation with the book with you two who are so kind and welcoming and making me feel right at home.

John: And speaking of TLC, do you have tea today?

Karen: I don’t think I’ve ever had tea when I’m with y’all.

John: You’re one of many.

Karen: I don’t pretend, and I like to think I’m a truth teller. So I’m drinking a nice, crisp, cool, Polar lemon seltzer, because when I do podcast interviews or talks, I do tend to get warm, and there’s a non-zero chance these days that that could lead to a hot flash. So there’s no tea, and I’m keeping things cool. So to our listeners who also need to keep things cool, you are seen and supported.

Rebecca: You can have iced tea.

Karen: Iced tea, yeah, I have to limit, while this is another ADHD story for another day, but yeah, I got to be careful about the caffeine. There’s probably a decaf. I’ll explore it.

Rebecca: Maybe next time. Today I have a Kenilworth pekoe tea.

John: Very nice. Was this one you picked up in England too.

Rebecca: This is from Scotland.

Karen: You went to the UK recently.

Rebecca: It was last summer, but I stocked up.

Karen: Oh, I’m sure. I lived in London in college for study abroad, so I never made it to Scotland. That’s on my list. I’m jealous.

John: And I just have a mint tea, which I picked up in the local Wegmans.

Rebecca: Still important. All right, now that we’re all hydrated, we invited you here today to discuss An Educators Guide to ADHD. Can you tell us a little bit about the origin story of this book?

Karen: I always find that an interesting question, because we could go pretty far back, generationally speaking. There’s some stories there, but we don’t have that much time today, so [LAUGHTER]I’ll come into the nearer future. A few years ago, I read a book called Atomic Habits by the author, James Clear. I love reading nonfiction. I’m usually reading, because I am ADHD. The way I read nonfiction, I usually read four or five at the same time and sort of cycle through them, because that’s how my brain works. I really enjoy self- development type books. I know how to take what I need from them and leave the rest, because they often have things I don’t agree with and things that aren’t helpful, but I can usually take a nugget or two, and the message I took from Atomic Habits was to focus on systems more than habits, which is something I had already been doing, but it kind of named that for me in a new way. I got excited about it, and I talked about it a little on social media, and I got some, not a lot of, pushback, but some of the pushback was of the don’t do that, don’t read books like that. You’d be better off taking a nap and resting, sort of like people who don’t really support or like that, quote, unquote, business bros, type of advice. And I found that sort of pushback really concerning, because systems for people with ADHD are really life saving, sort of like assistive devices. And so I wrote an article about it called “Systems Aren’t Scary,” and I think it came out on Halloween, which is we’re recording this the day before Halloween. That’s why I called it “Systems Aren’t Scary” because I’m so clever. And Jim Lang and Derek Krissoff, who were at the time, at West Virginia University WVU press. I was talking to them about writing another book, and they saw that article, and they said, “Oh, can you write this book instead?” And I said, “Okay, sure.” Long story short, a lot went down at WVU a few years ago, and Jim and Derek moved on, and I moved on, and was really happy to end up through the leadership of Greg Britton at Johns Hopkins University Press. The book is coming out. At the time of this recording, it’s October, so I think you’ll be hearing it, right around comes out January, 20, 2026 it’s been a long and winding road, changing publishers like that. For somebody with ADHD who struggled with finishing things, it was interesting. I’m proud of myself that I stuck with it. Writing a book is an incredibly long process, slow process. I like to do things like immediately and quick. So book writing is sort of out of my comfort zones, but I really want to have this in the hands of people. I want the generations coming behind me to have it better than I did, and I really want people to understand ADHD for what it is, and to make the world a better place for my fellow ADHDers, so I’m glad that I stuck with it and got it out into the world.

John: You begin the book with an analogy between ADHD and living in a house that’s open to the elements, in terms of both the advantages and the disadvantages. Could you share this analogy with our listeners? Because I thought it was a great introduction to your book.

Karen: Oh, thank you. I changed that introduction 17 times. It’s lovely to hear that. It’s such a funny thing. Book writing is such a solitary process. So just starting the stage where I get to hear from learners who’ve read the book is very exciting. So give me a minute here to be like, “Oh, that’s so cool, John read my introduction.” I like analogies. The analogy is, imagine that you’re living in a house with the windows thrown open, no screens. You are just sort of at one with the elements. You have a certain layer of protection, but you can hear birdsong. Maybe birds even fly into your house. Maybe the cute, adorable forest animals come into your house as well. You sort of got like a Snow White vibe. Your neighbor walks by the house. You can call out to her while she’s walking her dog, and say, “Come over and have a chat. Have a coffee.” You can pass her coffee through the window. We can imagine sort of this combination of those really lovely positive aspects, but also you’re going to have the not cute forest animals and the mosquitoes in your house. It’s probably going to be noisy. You’re much more exposed to the elements. So it’s this combination of strengths and challenges. We can imagine the neurotypical house as being more similar to a house with the windows closed, so you have certain protection from those elements. There is sort of a more fixed or closed or rigid nature to it. I’m not using those terms as positive or negative, just trying to describe that experience. And there’s positives to that, right? It keeps out the pests. However, you’re not going to get to hear the bird song either. There’s pros and cons. Another analogy, I don’t think this is in the book, but I’ll share with people that I often have been thinking about lately, is if you want to cook spaghetti, you use a pot, and that’s where you boil the water and you cook the pasta in the pot, and then you want to drain the water out of the pot. So you use a colander or a drainer. And one of the ways we can think about ADHD as like the colander or drainer, and we might think of the neurotypical person more like the pot. You wouldn’t say, like, oh, the colander is better than the pot, or the pot’s better than the calendar. They’re different. They have different benefits and different drawbacks. You’re not going to cook the pasta in the colander. You’re not going to drain the pasta in the pot. So there’s lots of metaphors that we can think of ADHD, but this more sort of open fluidity. And a word I’m using a lot lately is porousness, because I think that word has less, sort of like goodness or badness attached to it. It’s kind of more like it’s just the nature of the item. So thinking about the ADHD brain and neurotype as more porous, which comes with challenges, but it also comes with strengths, so that more fluid or porous brain or neurotype or experience has a lot, a lot of benefits, which I talk about in the book, and it has a lot of challenges. And that’s where we can meet folks with ADHD.

Rebecca: A growing share of students are diagnosed with ADHD. Can you talk a little bit more about whether or not this is because more people are being tested?

Karen: When I wrote the book, I didn’t expect ADHD and autism to be in the news, as they have been recently this past year, in quite that way. There’s a lot of conversation happening on this, a lot of interest, and that boggles the mind. We don’t have any evidence, despite what you may have read or seen on the news, we don’t have any evidence that ADHD is growing. It’s kind of presented as like this monster that’s out of control and we have to contain it. That’s not what’s actually happening. We are seeing things like a decrease in stigma. A lot of that is due to social media, and a lot of that is due to specifically conversations that happened during the pandemic where a lot more folks sort of came online and came onto social media and were speaking more openly about some of those challenges. We also know that, particularly later in life diagnosed folks, crises or massive changes will often precede a diagnosis. So a lot of the people who [LAUGHTER] were in a structured work environment and then got sent home with all their stuff one day, [LAUGHTER] and had to live in a very unstructured environment that is often cited as one of the reasons a lot of people realized something’s going on here, because that external structure of the workplace went away. So, that didn’t create the ADHD, It revealed it. We have no data, and there’s no evidence that this is something that is growing because of… I don’t even know. I try not to listen to these people. I don’t want to give them too much attention. But there’s no evidence that it’s growing. It is likely due to an increase in awareness, a reduction in stigma. Social media is motivating people to realize things about themselves, and many folks have been saying, “I want to get tested,” or folks are self diagnosing. So we’re seeing sort of a rise in awareness about ADHD, which I think is a really good thing, because I talk about diagnosis as a map in the book, and whether we can talk more about this formal clinical diagnosis or self diagnosis, diagnosis can be a map, and it typically can be a map to support ,whether that’s through medical treatment, through lifestyle design, or to community. And for me, that was one of the biggest pieces of the puzzle, was finding people like me who I can talk to about this experience and know that I’m not alone in that. So we see that, when done right and supported, diagnosis can lead to a massive reduction in shame, which is one of the biggest challenges for people with ADHD. Diagnosis is increasing more because of awareness and access, and generally speaking, it can be a really good thing because it connects ADHD or their communities.

Rebecca: Folks feel less stigmatized who have ADHD is becoming evident in university environments because people are speaking out more openly about such a diagnosis and also asking for supports and having really healthy conversations. I know that I’ve had some of those conversations with students in ways that I wasn’t having previously, because the students brought that conversation to the table, which I think is really great.

Karen: I think that’s great, and two things can be true. So I think we are seeing a decrease in stigma, and I think like [LAUGHTER] we were starting from a really, really bad place. So like, any improvement is good, but I will tell you, I get messages from people all the time, private messages, like through social media or email, and it’s from people who are working in higher ed who either are ADHD or suspect they’re ADHD, and they’re coming to me privately to ask for advice because they don’t feel they can speak about it publicly. I talk about it because I try to use the privileges that I have to, again, make things better for people who don’t have the privileges and protections. I like to be honest, the biggest reason I’m able to talk about this is because my husband has a stable job that provides me access to quality healthcare. As an adjunct. If I didn’t have that access, would I be speaking about this publicly? I don’t know, because I can’t live without… I don’t really think anybody can, but I have chronic health issues, and I need a lot of support with my various diagnoses, so if I didn’t have that, I wouldn’t be able to do this. Yes, I think two things are true, and we’ll never be bored, because we have so much work to do and so many areas of opportunity. So we won’t be bored, is the good news.

Rebecca: I really appreciate you also just addressing and drawing attention to the differences of experiences often that students might have from faculty and staff too. This is true around accommodations and all kinds of things related to disability.

Karen: I want to speak on the accommodations piece. That was one of the most intense parts of the book. There’s a page in the book where I write about the process to get a diagnosis. Because right now in higher education, our accommodations model, in order to access learning through formal accommodations, students have to come in with a formal clinical diagnosis. And I forget exactly how many steps I wrote out in that process, but it was like 18 steps. That made me feel pretty sick about that, that that’s the model that we’re using, and obviously a lot of folks are designing around that, through Universal Design for Learning and focusing more on accessibility. That’s how I teach. I know so many folks listening to this teach that way. But the idea that the system that we, who claim to be some of the brightest people in the world, have developed has 18 steps in between students and access to learning is preposterous and infuriating. So again, though, the good news is no boredom, because we have plenty of work to do.

John: And your book is a nice, important part of that. And the issue you just mentioned results in a lot of inequity, because those steps take time, as well as some diagnosis that’s not free, typically. The people who are more likely to get diagnosed are people who do have the privilege of good health insurance and more free time and other things. So the impact is quite inequitable on students.

Karen: Absolutely, it’s not just the fact that you are asking somebody who has executive function challenges to go through an 18-step process, which is again preposterous. It’s that even if the person with ADHD can get through that, we know that there are massive inequities around race, class, and gender in terms of access to a formal clinical diagnosis. Girls and women are massively under diagnosed. I was one of those girls who slipped through the cracks until I was diagnosed at the age of 40. We know that black and brown kids are less likely to be diagnosed. They are more likely to be misdiagnosed, often with personality disorders, or they are funneled into sort of like the punitive discipline process, instead of getting access to their actual diagnosis that can lead them to community and to support. You’ve got this incredibly inequitable system that’s just people are getting misdiagnosed or not diagnosed at all. You get into higher education, and you say, in order to access what you need to learn, there’s all these barriers in place, and a formal diagnosis can cost upwards of $3,000 if your insurance doesn’t cover it. In addition, the most recent diagnostic appointment I had was eight hours long. I had to find somebody who could do the work. I had to drive into Boston, which is, as the crow flies from where I live, it’s like 30 minutes, but Boston traffic, it’s like two hours. So eight hours out of work and life, and go in and making the appointment. I can go on and on here. So just the casualness of how people talk about like, “Oh, you just need a diagnosis,” is just so wrong. It’s so, so wrong, and we’ve got to do better.

Rebecca: You talked a little bit already today in our conversation about how diagnosis can provide a little bit of a roadmap. Can you expand upon that a little bit, maybe from your own experience and how that provided you with a roadmap?

Karen: I have had the experience my whole life of feeling like an alien. This is actually a pretty common thing among folks who identify as neurodivergent. There’s some writing on this, which I learned about after I was diagnosed. And I was like, “Oh, that’s cool.” This feeling of wrongness, of this deep shame, of like, why can I do these things but not these other things? One of the things I talk about in the book that’s really challenging for people with ADHD is personal care and dental hygiene. This is the vulnerability I was talking about earlier. One of the things I struggle is remembering to brush my teeth, and not just remembering to brush my teeth, but remembering if I brushed my teeth. So if I leave the house, which I don’t too often, because I work from home, but anytime I leave the house, I don’t know if I brushed my teeth. I can’t remember. Speaking back to James Clear, I have a system that I’ve learned to create, and if my husband’s home because he works from home, I’ll text him and I’ll ask him, can you check my toothbrush to see if it’s wet? And he knows how to help me, so he’ll check. And most of the time, he says “yes,” but sometimes he says “no,” and I drive with a toothbrush and toothpaste in my car and a bottle of water. If I didn’t know that I had ADHD, that’s a really, sort of, like, scary and demoralizing and shameful thing of like, what’s wrong with me? Why can’t I figure this out? Right? Like, I just wrote a book, I have a master’s degree. I speak publicly, and most of the time I think I know what I’m talking about, but I can’t remember to brush my teeth. And that’s one of like, a million examples. When you get the diagnosis and you learn to understand your brain, and I understand now why I don’t remember to brush my teeth. And I understand how to design a system, and I understand that the most important part of that system is if I remembered or if I didn’t. I say to myself, “Karen, I’m so proud of you. I’m so proud that you checked with your husband and now you have your toothbrush in the car. I’m so proud of you,” or if I did remember I say “I’m so proud of you that you were…” like either way to learn how to speak kindly to myself. It was just so confusing before when I didn’t know what was going on. And those skills have been learned through therapy and working with coach and doing tons of study on ADHD and things like that. There’s work involved in that, but yeah, I think that shame reduction piece is so powerful, and you find people like yourself, like one of the books I talk about most in my book is the book ADHD 2.0 by Ned Hallowell and John Ratey, and they’re both medical doctors, but they both also have ADHD. And Dr. Ned, when I was first diagnosed, seeing him say… he would do these little TikToks about what people with ADHD, and then he would say, people like me. And when he said people like me, this doctor who has written multiple books, little pieces of me would start to heal. It was the “people like me,” not even the content that he was talking about. It was when he said, “people like me.” And that is, for me, the beauty of what diagnosis, whether clinical or self, can do, is it can help you find people like you.

John: So you received some really nice support from those videos. What can faculty do to better support students who do have ADHD, and you mentioned in the book that faculty need to unlearn what they think they know about ADHD. Could you talk a little bit about some of the misconceptions that people have?

Karen: The first problem we have in front of us is the name. ADHD stands for attention deficit hyperactivity disorder, and I’ve had very lovely sort of people who are ingrained in the clinical or medical model say to me, “that’s not deficit based,” and this has happened to me, so it has the word deficit in the name disorder. Yeah, so that’s not what it is. I still use the term ADHD. I don’t use the term attention deficit hyperactivity disorder because it is obviously deficit based, but it’s just we’re learning now that it’s incorrect. ADHD is not a deficit of attention. It is now increasingly being understood as an abundance of attention. And Hallowell and Ratey are on the leading edge of this. But we’re also seeing this influx of researchers who have ADHD coming into the field, and the framing of research studies and how you approach them, obviously impacts the outcomes. I know I’ve got a lot of research folks that are listening, and when you bring folks in who’ve actually lived with this neurotype, you open up this whole world. We are learning so much more about what ADHD is and isn’t, and one of the biggest misconceptions is that it is either deficit or superpower. So I use this model of strengths-based, challenge-aware, which I think is a much more middle path. It is not fully a deficit; i t does include challenges. I don’t like when people say it’s a superpower, because my family and I are fans of superhero movies, and all the superheroes are intensely miserable, and it has ruined their lives. I talk about Tobey Maguire Spider Man meme in the book, where he’s just the most miserable human on the planet. Superheroes are not generally healthy and happy, well-balanced people. So I like to really bring people into this middle path. This is a neurotype. Another way we can think of it as a brain style. It is part of the natural, vast variety of life and ways of being in the world, and it comes with challenges, and it comes with strengths. And I go into this in the book. We are taught that there’s one right way to be, the neurotypical way of being, and that anybody who diverges from that is both weak and threatening. The reason we do that is so that we can then deny those people resources, its not rocket science. So it’s really quite a radical thing for folks to say, “Wait a minute, I’m not weak or threatening. I’m part of the vast variety and natural neurodiversity that is part of the entire world.” And if you, as an educator, can shift your mind into that, you will not only be better supporting your students, but you’re really also sort of working toward a brighter, better future where we can move beyond some of those limitations. The biggest thing is to also bring in those strengths. And I want educators to know this is like a win-win. Your ADHD students are the creative geniuses of the world, and they are little engagement fireworks that you can be igniting in your classrooms. That’s the number one thing educators tell me that they want to do in their classroom is to engage their students, and your ADHDers are just like human vacuum cleaners who love to consume information, love to learn, have so many ideas, they’re gifts and assets to our world and to our classrooms. The most important thing that you can do as an educator is to get your mindset in check about what ADHD is. Get rid of the deficit. Get rid of the idea that there’s something wrong with us. We are part of the natural variation of the many neurotypes and ways of being in the world. We have challenges. We need help, we need support, but we also come to your classrooms with so many strengths. So if you can come into your classroom with that mindset, you’re going to reduce shame, and you’re going to design inclusive learning experiences for your ADHDers.

Rebecca: Can you talk a little bit about some practices in the classroom that can help lean on some of those strengths and help address some of the challenges.

Karen: The first rule of supporting folks with ADHD is externalize everything possible. Our working memory, as ADHDers, I mentioned this word before, is very porous. An example of that is if I leave this room of my house that I’m in now, and I go into another room with the intention of putting on a different pair of socks. When I get into that other room, I will have no recollection of why I’m in there. If I need to do that, what I will do is I externalize it. As soon as I say “I need to change my socks,” I will walk into the other room and I will repeat to myself, “change shocks, change socks, change socks.” I’m making it external, because I’m not able to hold change socks in my working memory, so that when I get to the other room, I can take that action. This saying “in one ear and out the other.” is how my working memory works, [LAUGHTER] or doesn’t, for that matter. It’s porous. The thing is that, I want to say this quickly, that porosity is the reason behind our creativity. Let’s go back to the open windows. So that’s why we’re getting birdsong. That’s why we are getting to play with the squirrels and have all that fun. That flowing creative energy is Hallowell and Ratey, call it “the paradoxical pairs.” The flip side of that is we can’t hold things in our working memory. So this is what you got to do. Everything is external. Everything gets written down. What you don’t want to do is like, if you’re on site and your students are walking out of class, time is up, you yell out the door, like, “Don’t forget, I want you to read pages 72 to 77 next week,” or whatever, in one ear and out the other. The second it’s out of your mouth. It no longer exists to me. Things need to be put into emails, put into task lists. We need to be putting things in multiple modalities so that it’s something that we can see and touch. I use multiple alarms. So I use like things that I can hear, things that I can see, things that I can touch. And there’s always multiple layers. Task lists are really a lot of bang for your buck. What do you want people to do this week? And it’s got to be something I can see and touch. Couple other things I’ll mention, metacognitive, or what I talk about in the book, is meta learning. So metacognition is learning about learning. Meta learning is sort of just like a more expansive way of not being quite so brain bound. Giving students a chance. I’ll name the elephant in the room, the AI elephant in the room. I’m seeing a lot of folks who are linking metacognition to some of the pedagogical strategies we can use in the AI era, having a greater focus on process rather than product, and metacognition and meta learning is great for this. So asking students, how do you plan to do this? And then after they do it, what did you learn from what you did? It’s great for everybody, but it’s particularly great for ADHDers, because we get to explore our process and what works best for our brains, and then the reflection afterwards, we get to see if it worked, and then we can redesign as we go. That’s a much better process than you imposing what you think your ADHD students should be doing. You’re putting them in the driver’s seat of your learning. This metacognition should really be much more intensely built into all our courses, but it’s a particularly powerful strategy for ADHDers. Fun fact, somebody who got their hands… I didn’t end up having to work with this person …[LAUGHTER] on an early copy of my book, who was from the clinical field, said pretty much word for word, “ADHDers can’t do metacognition,” and there’s reams of data of how good metacognition is for ADHDers. We absolutely can do it, and it benefits us, but there are still so many people out there who have this idea of like ADHDers can’t do that. That very ableist mindset is alive and well. But read the book. There’s tons of research in there to support this. The beauty of this is you’re not trying to make them be a neurotypical student. You’re empowering them to figure out what works for them. I could keep going, but I know we don’t have all day, so I’ll stop there. Read the book for more ideas.

John: Those techniques you’ve talked about are good for everybody, and they’re parts of inclusive teaching practices, which suggests that a lot of inclusive teaching practices will work for a wide variety of students with a wide variety of backgrounds [LAUGHTER] and needs, desires, interest and motivation. This is really good advice for all students. One of the things that you’ve talked a little bit about is that deficit mindset, and one of the things you suggest is that, as you have already mentioned, the term ADHD is a misnomer. And you suggest an alternative ON, or the open neurotype. Do you think using a more neutral term like that might help shift people from the deficit model to a more accurate representation of our students?

Karen: I thought I would have some fun with it and say, If I could rename ADHD, what would I name it? And I landed on open neurotype, because ADHDers, we are often “on,” I don’t know if we have an offsetting that’s one of the best parts about us. We have what the French would call a joie de vivre, a joy in life. One of our challenges is never turning off. It can be quite exhausting. “On” worked for that reason, but it also worked in that idea of a neurotype is one of the words I use to describe these, I don’t like the word conditions, but some folks are still using the word conditions. It’s a better word than conditions. It’s not a disorder, and it’s not a condition, it’s a neurotype. It’s a brain style, and then open is talking to that fluidity, that porosity, that flow, that is the best part of our ADHD learners, and it’s also the root of many of our challenges. I don’t know how we get from attention deficit hyperactivity disorder to something like ON. I do know that if the word deficits in the name, then it’s deficit based. So again, the way I’m doing it is I’m very transparent about my language choices, and I talk in the book and I say, like, I’m going to use ADHD, I’m going to tell you what it stands for, and then I’m not going to use that term again, and that’s what I do in my work. And I hope that, again, as we have this influx of ADHD researchers coming into the field and a lot more advocacy going on, I hope that we start to lean into more inclusive terms, just as one other example in the ADHD 2.0 book, they use the term VAST, variable attention stimulus trait, that is their alternative term for ADHD. And you’ll notice variable attention is speaking to the fact that ADHD is, once again, I’ll say it, not a deficit of attention. And stimulus trait is a much more flexible way of looking at this, not as a disorder, but as a collection of traits.

John: And the use of the VAST term, too, points out that there’s a whole spectrum in which people may have their attention. It could be very narrowly focused, or it could be much more open. And we have a wide variety of people, and we should be trying to address the needs of everyone.

Karen: I talk in the book about there’s this relationship between neurodiversity and biodiversity, which I find very fascinating, because we’re seeing that biodiversity is under attack, and a big part of some of the worst climate outcomes we’re seeing are related to the loss of biodiversity. And some of the original creators of this term neurodiversity were modeling it off of biodiversity. And the idea is that if you look around the world, you see millions of ways that life expresses itself. There’s not one way to be alive, and neurodiversity is lined up with that, there’s not one way of being a human being and expressing yourself and experiencing the world. There’s a seemingly infinite number of ways. So that vast variety is why life persists. Life didn’t put all its eggs in one basket, [LAUGHTER] sort of like why life is here. It’s a good thing. There is strength in diversity. I want to say the word diversity like 100 times a day, because we’re being told we’re not allowed to say it. It’s why we are here. Diversity is strength. So whether it’s neurodiversity, racial diversity, gender diversity, diversity is strength. And I just want to say it a million times, because people don’t seem to get it. And neurodiversity, biodiversity, we need to celebrate it all.

Rebecca: I wanted to circle back to the idea of attention. One of the phrases you used earlier and you use in your book, is that, like abundance of attention, I find really delightful. But we also hear a lot from faculty of concerns about paying attention or distraction or focus, all those kinds of words. Can you talk a little bit more about this range of attention and why maybe this narrow focus on how the term is used is problematic.

Karen: This one could probably be a book in and of itself, one of the first things that people can do if they want to explore this, a fascinating exploration is look at the different words and terms we use across various languages to describe attention. So I’m studying French later in life, which is a very ADHD thing of me, and the French translation is not to pay attention, but to make or do attention, which is a very different way of looking at it. Isn’t it interesting that in America, attention is something that we pay, so there’s a little like, “Hmm, let’s be curious about what’s actually going on here.” There’s a book I talk about in my book called The Open Focus Brain, by this guy, Les Fehmi, and his argument is that this idea that attention, it should be this very like you’re zoning in on one thing, is very much tied to capitalism, and that’s how you are efficient. That’s how you’re a good worker bee. That’s how you produce the most, is by zooming in on one thing. Zooming in on one thing is also what we want to do if we are like under threat. And he argues that by really cultivating a single pointed type of attention, we are training our brains to believe that we are under threat whenever we are sort of in that super- focused type of attention. He presents this alternative called “open focus.” And anybody who’s listening to this, who’s gone through meditation, I’m like a lifelong… this is another podcast… yoga student teacher and meditation student teacher. When you go through the meditation process, you often learn to start with single pointed meditation, focusing on an anchor or your breath, and then you learn to expand out, and you learn to sit in meditation and be open to all of the experiences and all of the noises and all of the sensations. One of those isn’t better than the other, so open focus is the idea that we are able to be taking in everything that’s happening around us: the other students in the classroom, the sound of the air conditioner, the smells in the room, ADHDers tend to have that sort of more open focus that can make it more challenging for us to be in that sort of productive, efficient mode, but it offers many gifts as well. That’s why we’re so creative, and why we are able to connect seemingly disparate ideas in really interesting ways. So it’s, again, that blessing and a curse. The other thing that we will do, ADHDers, when we’re in a setting where you’re saying, I’ve got to zone in and my focus is open, is that we will do something called stimming, which is things like doodling or fidgeting or turning around in our chair, things like repetitive motions, rocking. Both ADHD and autistic folks do this. We’re not doing that because we’re distracted. Doing that helps us to focus. So that’s one of the big messages I guess I’ll leave folks with is whatever you want to call it, you don’t know when people are paying attention. Attention is very complex. It’s very personal. It’s very diverse. Stop trying to police other people’s attention. The way that I pay attention. I mean, my desk is like covered with little toys and gadgets that I use behind the scenes [LAUGHTER] in Zoom meetings to keep myself focused. If you think attention looks like sitting still and not moving, you’re going to say she’s not paying attention. I actually am. I’m deeply paying attention because I’m doing all of those other things that give me those external structures that I need to focus in on what you’re saying. So stop trying to police people’s attention. Know that open awareness and open focus is another way of being in the world, and incredibly valid and important, and we probably need a lot more of it, and trust your students to do what they need to do to be present in your classrooms.

John: A friend of mine is an autism researcher, and we’ve talked about it quite a bit in terms of the type of focus that people with autism have. As I was reading your description of ADHD, I was seeing so many connections in terms of the different types of attention, and you mentioned that there’s an emerging recognition of an overlap between ADHD and autism. Can you talk a little bit about the ways in which they’re connected, or the similarities that occur in autism and ADHD,

Karen: I can. So here’s a fun little story for the listeners. In the middle of writing this book, I got a second diagnosis. After getting late in life ADHD diagnosis, I then got a late in life autism diagnosis, so am doubly blessed. And remember the winding journey of writing the book I mentioned earlier? Didn’t see that one coming either. So yes, I can speak to this from both lived experience and the research. AuDHD is sort of like this new wild frontier that we are seeing rise up. I’m really excited for this understanding of the overlap between autism and ADHD. I think we’re going to be hearing that term, AuDHD more and more and more in the coming years, there’s a lot of unknowns. So I have seen data that up to 80% of autistic folks would also qualify for an ADHD diagnosis. At that level, [LAUGHTER] you start to wonder what’s going on. And there are some folks who are saying, “Are these like the same thing, and they’re manifesting in different folks differently.” There was a time, up until several years ago, where you couldn’t get both an autism and an ADHD diagnosis through the DSM. They said these two things cannot overlap, and now they’re saying 80% of folks with autism have ADHD. So we are learning a lot. There are days when I feel like these are the same thing, and AuDHD is like a thing in and of itself, and there are days when I can feel them as separate entities [LAUGHTER] inside of my head. And it’s hard for me to explain that, unless you’ve lived with these neurotypes, it’s a very sort of fluid situation. I don’t know if it’s a question we’ll even be able to answer through research. I think it’s more something we’re going to move through and have to experience and really listen to people’s lived experiences. But you’re going to see a lot more AuDHDers in your classes, in your meetings. The joke is in our community that if you got a late in life ADHD diagnosis that you can just chill out for a couple years and then you just go and pick up your autism diagnosis as well, because there are some folks who believe the reason that they mask each other, and that’s why folks are getting late diagnosed. One of the ways [LAUGHTER] that I’ve heard it talked about is ADHD is the gas pedal and autism is the brake. So you’re driving a car pressing down the brake and the gas pedal at the same time. It makes for an interesting ride, but there’s some evidence that they’re masking each other, no less challenging for people. They are no less in need of support, but there’s some interesting overlaps going on there. If you’re listening to this and this is something that interests you, we just need a ton more research on this, a ton more support. We need people who are diagnosed and have lived experiences leading the charge on this. But yeah, AuDHD is going to be pretty big and very interesting for us to continue to learn about.

Rebecca: So earlier, you mentioned about Universal Design for Learning and also accessible design. Can you talk a little bit about how those methodologies, frameworks, might really help all students, but ADHDers in particular?

Karen: Yes, absolutely. So. I am a student and a facilitator of UDL, a practitioner of UDL, a wonderful approach that helps us address those accommodations, limitations, fantastic. Two things can be true. My concern about UDL is that sometimes I feel like it’s used to ignore disability or ignore difference, and I’ve heard sometimes UDL practitioners say things like, “We don’t even need to talk about your disability or your ADHD in the classroom, because we have designed this accessible learning experience.” Well, those are parts of me, so UDL is not intended to wipe that away. When done well, it should be inviting that into the experience. So what I think might be helpful, I’ll give an example. For me as an educator, I feel like I’m on the right track when I hear from a student who says I have accommodations, and I look at their letter and I am able to respond to them and say, “I’m so glad you sent me this. All of this is designed into the course already for all students,” that feels like I’m on the right track. And I will often disclose, depending on the situation, and let them know that this is something I live with, and I’m proud and happy to be a role model for them, and I am there to do anything I can to support them. I am not a mind reader, so please keep me updated on anything I can do. So that’s my approach to it, like I want to notice and I want to celebrate their identities and reinforce that throughout the course. I teach, primarily online, asynchronous, so it’s woven into my discussions, into the conversations we’re having, into my grading, into the types of resources I share with students. And it’s not disability I want to eliminate, it’s the need for that letter eventually, right? Like everything is built into my course already, I feel like I’ve done the right thing when I’m able to notice and celebrate and thank that student for sharing that with me and let them know it’s baked into the course for all students. The last thing I want to say about this is one thing I don’t like about UDL is when we say, here, “We can do this for ADHD students,” and people say, “Oh, and Isn’t it lovely that it’s good for everybody.” Two things can be true. Let’s let it be just good for ADHD students, that’s good. That’s good on its own. It’s great on its own. And I recognize that we want to motivate people to see the many benefits of this. And it’s good for everybody is a lovely thing. But I also want us to say that, like, “If it was just good for ADHD students, that would be wonderful, too.” So those two things are happening at the same time for me, and I think that’s important to mention when we talk about UDL.

Rebecca: I appreciate you pointing out these complexities, that multiple things can be true at the same time. Now that comes up a lot in the accessibility work that I do as well. So we always wrap up by asking, what’s next?

Karen: This is coming out in January, so I’m really excited to get the book out into the world, and hearing how people are going to react to it and use it will be exciting for me. The other thing I’m working on now is I’m shifting a bit from climate change mitigation to adaptation in my focus, which is to say, I’m always very mindful when I talk about the climate stuff. We need folks who are working to prevent climate change, and I want people who are doing that to keep doing that. I am feeling called to focus more on adapting to some of the worst impacts that we’re seeing already happening. And I’m really feeling curious about things like the fact that we have hundreds of colleges in coastal areas that we don’t know if they will be able to stay there. So I’m starting to take some classes on things like forced migration related to climate change, because my sense is nobody in higher ed is talking about this, or very few people, which is very understandable. I feel called to do that. I want to support campuses that might need to relocate, students who might need to relocate due to climate change, and I very much want to, in particular, help support disabled folks who are part of those changes, and to recognize that our ADHDers are, I think, the creative folks that we need to be leading a lot of the changes that we will need to be making in the next few decades, in this very volatile era. So one of our greatest strengths is that creativity piece. We don’t just think in terms of what has already been proven. We design and create new worlds and new ideas. I think that’s why I’m able to do that work well, and it’s a little disconcerting for some people, but I feel like it needs to get done, and it’s something I’m feeling curious about. So leaning into that more as well.

John: Certainly an important issue to be focusing on in a country where we need far more of a focus on climate change right now. Well, thank you. I very much enjoyed reading your book. I think it would be a great book for reading groups, for any faculty member to learn more about a non-trivial share of the students they’re working with.

Karen: The number that I use in the book is 5 to 10% but I’ve had classes where up to 40% of my students disclose ADHD, so I think that 5 to 10% is the tip of the iceberg, and I also think the vast majority of our students stop outs and dropouts are probably undiagnosed ADHD. If I’ve got anybody out there who’s connected to enrollment management, I think you’ve got a huge opportunity here to help students persist and complete by considering that lens of undiagnosed ADHD and higher ed’s failure to adapt to that as a big, big opportunity.

Rebecca: Well, thanks so much for joining us. We always enjoy talking to you, Karen, and sharing your work.

Karen: I am so grateful for both of you, again, the fact that you are able to persist and keep doing this is such a testament to who you are, and so needed in our world and our very rapidly changing higher ed so thank you for doing the work that you do. Action is the antidote to despair. So everybody’s got to find their small actions or medium or big actions that they can take to help make a difference. You don’t have to save the world, you just got to do your part.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on Apple Podcasts or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

John: Editing Assistance provided by Madison Lee.

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407. Covering or Teaching

New faculty often begin their teaching careers by emulating the teaching methods that they have observed, but these practices are often not consistent with evidence on how students learn. In this episode, Chris Hakala joins us to discuss the role that educational developers can play in shifting faculty focus from presenting to teaching.

Show Notes

Transcript

John: New faculty often begin their teaching careers by emulating the teaching methods that they have observed, but these practices are often not consistent with evidence on how students learn. In this episode, we discuss the role that educational developers can play in shifting faculty focus from presenting to teaching.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Our guest today is Chris Hakala. Chris is a professor of psychology and is the Director of the Center for Excellence in Teaching, Learning, and Scholarship at Springfield College. He is the author or co-author of numerous books and articles on the science of learning, assessing learning, large-class instruction, and on teaching centers. His most recent work, co-authored with Leslie D. Cramblet Alvarez is Understanding Educational Developers: Tales from the Center, released in late December 2024. Welcome Chris.

Chris: Well, thanks. Thanks for having me. I’m really excited to be here and have this conversation with the two of you. So I appreciate it.

Rebecca: Today’s teas are: … Chris, are you drinking tea?

Chris: So this is an interesting thing. I’m routinely a coffee drinker. However, my wife and I every morning get up in the morning and we share time together. We actually have a station in our bedroom where we make coffee and tea. And so in honor of my wife and the tea, I’m drinking her tea, which is a Zen green tea, which I will sometimes drink as well. So yes, I’m having Zen green tea this afternoon.

Rebecca: Excellent. Thanks for ditching the coffee for us.

Chris: Happy to do so, happy to do so. I’ve had enough of it already today.

John: And I am drinking a spring cherry green tea, even though it’s late summer here in Oswego.

Rebecca: It does feel more like a spring day today, though, after being so hot for so many days. I have a weird mix of random black teas because I was cleaning out my tea cupboard, [LAUGHTER] so it’s an eclectic mix.

Chris: Whatever gets you through the day, right?

John: I imagine no cherry teas, though.

Rebecca: No, they are black teas without any weird flavors, John.

John: We’ve invited you here today to discuss the relationship between pedagogical practice and what research tells us about how students learn. First, though, could you tell us a little bit about your path to becoming an educational developer.

Chris: Sure, it’s an interesting path that actually we talk about a little bit in the book, but one of the things that is fascinating to me about this field of educational development is it’s not a field people often go directly into out of college. And so I went to college in Vermont, at a small school in Vermont, went to grad school, and in grad school, I earned a PhD in cognitive psychology from the University of New Hampshire. And I know we’re going to talk about this a little bit more later, but I just want to point out that during that time, we had a course in a seminar in practicum and teaching of psychology, and that course was taught by a faculty member named Victor Banassi, who was doing teaching center work at that time. So it was the first time I began to hear about educational development. It was back in the mid 90s, and so I thought it was kind of interesting, but I went on, I became a faculty member, I received tenure, and then as I was working through my career, I began to notice that many schools had teaching centers. Many schools had the opportunity for faculty to talk to other faculty about what they’re doing and to share ideas. And so I approached our Provost and asked him if we could start a teaching center. And he said, “No, there’s not enough money.” And so I approached him again, and he said, “No, we don’t have enough money.” And finally, I was able to steal an idea from Todd Zakrajsek, who is a name you are probably aware, and Todd recommended me just buying coffee mugs that said Center on it. So I did. I bought coffee mugs that said Center for Teaching and Learning, and I had them branded, and then I handed them out and gave one to the President, and the President said, “Do we have a teaching center?” And the Provost said, “Well, I guess so.” And so they gave me a little bit of money, and so I had this very small teaching center. I would do a little bit for faculty orientation, I’d run some workshops, and it became really interesting for me to see how sharing ideas with faculty about teaching and hearing what they’re saying and what they’re doing and what they’re experiencing with their students was a really wonderful way to engage with my colleagues, to go across disciplines and to really sort of work to improve our students’ learning. So I left there and became a full-time center director in 2014, and I’ve have been doing that ever since. It’s been an interesting process, because as we were speaking off-mic, in 2020 our world changed dramatically, and teaching centers became very important. And it was a really interesting time to see all that work ramp up. And I think now we’re in a different sort of era of teaching centers, as people began to realize the value of educational development when they needed us. Yeah, so it’s been an interesting journey.

Rebecca: I see some sales of teaching center mugs going up [LAUGHTER] with the sneaky strategies for starting teaching centers, moving forward. [LAUGHTER]

Chris: That’s all Todd. It’s all Todd.

Rebecca: He’s always good for a good idea.

Chris: He is good for a good idea.

Rebecca: Most faculty begin their teaching careers without the kind of training that you mentioned that you had as part of your graduate program in evidence-based teaching practices and kind of rely on what they experienced with their own instructors. What are some of the disconnects between learning science and pedagogical practices?

Chris: So it’s a great question. It was really interesting. I’m gonna go back to go back to my experience and sort of talk through that, because I think it’s a great question. I went into my first experience teaching in 1992… by the way, I still have a video of it. I had spectacular hair. It was wavy and flowy… and I went in with this idea that I was now the disseminator of knowledge. I was going to share what I knew with these students, and I did what I had experienced the faculty that I admired do. I lectured. I had an overhead projector, I wrote on the board, and my students were doing the tasks I was asking them to do. They were studying. They were doing well on quizzes and all of that. But what became really apparent to me over time was student learning is not as simple as they just remember things, because there’s more value in students taking what we teach them and expanding that out to other concepts. And so I began to think about it in lots of different ways, and my teaching now looks very different. One of the things that becomes problematic, though, is, as you brought up, Rebecca, many faculty end up in a teaching experience without having any kind of guidance or support. They have very little in the way of reflective teaching, and they think their job is to just share what they know with their students. I hear “covering content” so much from faculty with this idea that they have to make sure they say everything. And I think that helping faculty understand that the magic words coming out of your mouth doesn’t mean a student learns it is a really important thing. And one of the distinctions I draw up with my faculty all the time is this distinction between presenting and teaching. And so I think a lot of faculty are good at presenting, but they haven’t really thought through teaching. And so a lot of times I spend time working with our faculty to talk to them about who they are and what they bring to the table as an instructor, who their students are and how they can begin to find what is going to leverage what we know about student learning in the classroom in the context of who they are and who their students are. So for example, I tend to be pretty expressive in class. I tend to move around a lot. I tend to do lots of interactive things, but that’s also part of who I am. You don’t have to be that to be successful. You can be lots of ways in the classroom, but it’s a matter of understanding that the processes I’m engaged in are to help students focus attention, to help engage them, to draw them in with different anecdotes and stories, to try to tie those things together, and then have them reflect it back to me so we can work through that. People have different approaches, but you have to sort of to be aware of that and know that the student learning is essential. The key to student learning is that they do the work. It’s not that you’re doing all of the work. They’re doing the work. And so you have to help faculty sort of navigate that. And it is fortunate for me. I’m at a small college where teaching is really emphasized and faculty care about it, that I get to work with wonderful people and help them understand some of the things that we know about human learning, and help them sort of integrate that into their classes.

John: And we have lots of faculty who are very interested in improving their teaching, and we also are a teaching focused institution, but there are some faculty who are a little reluctant to change their practices, or consider changing their practices. What are some strategies that you’ve used to help reach out to those faculty who may not see the benefits of changing the way in which they’re teaching.

Chris: Yeah, the recalcitrant faculty problem. It’s a big one. I have had a mixed success. When I arrived on campus, I was fortunate to have someone here who handed me a list of people. On one side was “these people will come to everything you offer. Don’t worry about it. You could roll out a boring thing, they’ll show up.” “These people would come if it’s interesting.” “These people will never darken your door.” And so I went right after the people who would never darken my door and went and had a conversation with them about their teaching. Now, this doesn’t scale up to a big institution because there’s too many people, but in a small institution, it was really effective for me to go talk to faculty, find out what it was they were doing in the classroom, ask them if they were happy with it, and start to look at things in their classes they might want to work on. Now, again, you scale it up to a big institution, you start with departments and ask the department, “what would you like support with?” But one of the things that’s been really helpful for me as a center director is showing faculty things that they can implement, that they can see the impact on, and it’s been simple things. One of the things that our faculty in our health science really like is that I taught them about retrieval practice. They had not really thought about retrieval practice, and so now they’re using tools, including some AI, to build out many little quizzes the students can take on their own that seem to be benefiting the students’ ability to do well on these very high-stakes exams. So it’s a matter of finding the niche where the faculty member’s issue and your expertise can come together. I also strongly, strongly encourage faculty to watch each other teach, which is a really interesting thing. I have an open-door policy. Faculty can show up in my class anytime. It doesn’t matter when, they don’t have to tell me, they can just come. And I have 5 to 10 faculty a semester show up in my class and they just are there, and we talk, and then I go to lots of other faculty members’ classes, and we have an open-door week where we open up classes for faculty to go to each other’s classes. I think that’s really helpful for people to see lots of different ways of doing things. I have a line that my associate director always gets annoyed with when I say, but I believe this. I have faculty who say to me, “Chris, I’ve heard that if you’re funny, students really like it.” And I say “that’s true, but only if you’re really funny. If you’re not funny, it’s terrible.” And I’ve seen faculty try to be funny and they’re not and it fails. So one of the big messages is, “lean into who you are.” It’s okay if you’re a bit of a dork. I love statistics. My students, I get them on board eventually, but I come in with the enthusiasm of someone who loves statistics. So it’s a challenge, and we’re humans. So John, you know, humans don’t always respond well, when you say, “we can help you do something better.” So there’s a lot of nuance to it. I will say teaching centers should never be where bad teachers are sent. I push back against it.

John: We do too.

Rebecca: I think one of the things that’s interesting about teaching centers, and what you said about faculty not having support, is that actually a lot of institutions have teaching centers, so there is the availability of support, but getting said support is not built into requirements or time is not necessarily allocated by the institution to participate in teaching center things. It’s voluntary. It feels extra sometimes. So you talked about your list and individually reaching out to folks. But what are some other strategies to get over this hurdle of helping folks realize that this is a good investment of their time.

Chris: We have some events that are campus wide, and we use these events as a way to try to promote options of how you can interact with the center. So to just give you a couple of examples. Our President is incredibly supportive of the center, so twice a year, we host an evening event at the president’s house, it has wine, that goes over well, and we bring in speakers, and we try to get speakers who will hit a variety of different areas of interest for faculty. And we often will get faculty at those events that don’t come to anything else, but then may come to other events, as they’ve seen the value in those events. So that’s been a good one. Diversity of programming has been really helpful, and I’m super proud of this. We run a summer conference. It’s a week after commencement, all faculty are off contract, and we will get roughly 40 to 50% of the full-time faculty showing up at our Summer Conference off-contract because we structure it in such a way that faculty are talking to each other. We’ve been very fortunate having some really, really amazing outside speakers, and then we give faculty the opportunity to do some chatting with their colleagues, get to see people that they don’t normally see, and that’s been another way. Part of it is having a big footprint on campus, Rebecca, and being involved in lots of things. I go to department meetings once a year. My associate director goes to department meetings. But I will say this, our office also has this footprint, because we not only oversee educational development, we oversee all of instructional design, we oversee all online course builds. We also oversee all student research. We also oversee the IRB. We also oversee sponsored research with our staff of two. So it’s hard to have something on campus that doesn’t involve reaching out to one of us once in a while, and that’s been really helpful. But it is, it’s challenging, because those resources are there and they’re often not used as much as they could be.

Rebecca: I think it’s important to ask how you went from a mug to overseeing that many things.

Chris: I switched schools, that helped, and then… I said this to John… this is 33 years of me being in higher ed, and you learn a lot when you’re just around in higher ed. And I’ve been tenured full professor for a long time, and I still teach, and that actually buys me credibility among the faculty, but I also manage budgets, that buys me credibility among the administrators. So that’s all been really helpful. It’s a needle you have to thread sometimes, and teaching centers are interesting because if you look at it, I mentioned before how we were able to show the utility of teaching centers. But as budgets get tighter and things begin to change across the landscape of higher ed, you’re starting to see teaching centers get shrunk and cut again. I know of at least two teaching centers at major institutions that were simply cut and all the people were fired because of budgetary crises. And I’m actually down four staff members right now, which I may or may not get back. So it is a very difficult time financially, and you work for a state system, so you know what that’s like. You look at the state budget. We were private. Stuff just happens in a private institution. It just happens. It’s not easy.

John: One of the things we found has been helpful to reaching out to more faculty is getting faculty who were in that wave of people who were interested in attending more workshops, having them do things and then present on it to other faculty, because the more faculty hear from their peers about how things have worked and made their classes more enjoyable, the more likely they are to show up and to try these things as well. There’s still some areas, though, that it’s difficult to reach and we keep trying.

Chris: Yeah, John, it’s a great concept you’re talking about, and that’s the Summer Conference. I do nothing at the summer conference but serve food. I simply show up and all my colleagues talk to each other. And that’s really the joy of it, because they see other people, and we have a SOTL fellowship program, and so they’ll present their scholarship of teaching and learning work, and the opportunity to do that is often gonna draw people in. It really is a grassroots thing. And one of the interesting things that Leslie and I saw when we were working on this book is that there’s no one way to run a center. It’s deeply contextualized into the context of the institution and the structure and culture of the institution. And some places have had a long culture and a long history. I was the first full time director at my place here, and by the way. I didn’t say this before, but we’re Springfield, Massachusetts. I know there’s Springfields in every state, and I feel like I’m contractually obliged to say, if you know anything about Springfield College in Massachusetts, we are the home of basketball. Kansas wants to claim it, but we are where basketball was invented, so I just have to say that. My president will be proud if she hears this.

Rebecca: These are important details.

Chris: These are important details.

Rebecca: Can you talk a little bit more about how teaching centers can continue to help faculty align their practices so that we’re really teaching students how to learn and building that into the work that we’re doing, and help faculty see value in spending some time or allocating time in their classes to that kind of work.

Chris: Sure, the change in teaching practices over the last 30, 40, years has been pretty remarkable, and a lot of it has to do with the changing demographics of students entering college and the changing demographics of people teaching them. And what we’ve learned as we’ve looked at the science of learning is that human learning hasn’t shifted as much, but there are other outside variables. And I like to talk about, with faculty as we discuss these things, the notion that a student is going to walk into your class, any given student with a number of variables that are impacting what they’re doing in the classroom. Some of them you have some control over. Many of them you don’t. One of the things that you can help them with is a simple concept, such as attention. And I always start with attention, because it’s the one that faculty can begin to sort of wrap their head around. And I say you can help by using the classroom space in a way that is not going to cause them to have other distracting variables pull them away. And then I get the same comment, “well, students’ attention spans have changed.” And my response always is, “Nope, hasn’t. Hasn’t changed at all. What has changed is how many things they can be distracted by.” So you have some control over that. What are you going to do about that? And so it’s a way in, and then I can talk to them about… and because I’m a practitioner who does this research too… I can talk about data. Now, by the way, the data always get the bench scientists. They love that, because I’m talking about we have results that show this. Here’s the data, here’s the results, here’s the interpretation of the results. And things like I mentioned, retrieval practice, things like interleaving, or worked problems, the data are pretty strong that these kinds of procedures are effective. Now what is really, for me, the joy is working with a faculty member to see how that particular process works within their class, with their content, with what they’re trying to do, and try to really personalize it to their approach. One of the ones that my faculty seem to really like is this notion of interteaching. It’s a way to help students sort of structure their reading and so students get questions before they read, and they answer the questions, but they come in with two copies. One copy goes to you, one they sit and they discuss with a partner, and they look at where they answered the questions the same way, they answered them differently. They talk about it, and then everyone comes back together and talks about it. It seems like they’re going to not say much to each other, but they actually get pretty competitive about who said what on these things. But the real joy is not that they get it right or wrong, but it’s rather that they’ve thought through these things and now they’re engaging with the concepts in a different context. And I always talk to faculty about the key is to get the students to not just hear it, but to do something with it, to engage with it. And so how you structure that is the most important piece in terms of that they’re doing it, but how you do it is going to vary. So I think that that’s where I get some buy in. But I will say, Rebecca, it causes people to have to change their classes and they don’t like it, because you have your slides and you have your presentation, and you know what you’re going to do, and this opens up the probability, and I say, probability, not possibility, that class is going to be derailed sometimes. That’s okay. I love to tell faculty I teach two sections of intro sometimes back to back, one at eight and one at nine. I might be two chapters apart in those two classes because they’re going at different rates, and I’m okay with that.

John: So you encourage faculty to build in some forms of retrieval practice and interleaved practice, spaced practice and so forth. But sometimes students react poorly when you build that into your courses. Do you have any strategies you share with faculty in terms of getting buy-in from students? Because students, in general, in a number of studies, prefer to be lectured at, but we do know they learn more when they use evidence-based strategies. How can we get students to buy into that?

Chris: I’m going to tell a story while I talk about this. Part of it is being incredibly transparent about why students should be doing these kinds of things. And I think that’s pretty obvious, but I’m gonna tell you a story. I did this study at a different institution, and we never published it. We had two sections of neuroscience, and they both had 60 students. So we had 120 students total. And for the students, for exam one, the students were told in class A, we’re going to teach you how to concept map for studying. So we taught them how to concept map. Class B, study however you want. For exam two, we flipped it and we flipped it all the way through, and what the students found was when they concept mapped, they tended to do better than the other class, and then on their next exam, they did better when they concept mapped then when they didn’t concept map and we showed them the data. We showed them students tend to do better. For the final exam, we told the students, “Pick whatever you want. It doesn’t matter. You study however you want. We’re done with the study. Just study however you want.” They took the exams, and then we just asked them, “What approach did you take?” And the idea was, many of these students would adopt concept mapping, because it worked. Well, much to our chagrin, the number was so low that it was actually zero. None of them concept mapped. They all said, “I know it looked like it worked there, but my way is better.” So you’re absolutely right, John, it’s really difficult sometimes to convince people of these things. The approach I tell faculty to do is to introduce these things slowly into your classes, to build up and get small gains. So I’m a firm believer in formative assessment at various times throughout the semester, including my intro psych class, we do an assessment every class. It’s simple. It takes a minute or two, but it’s a way for me to gauge where they are. And I share the results with the students, and I talk to them about why the results might look the way they look, and I talk to my fellow colleagues about how to try to incorporate that in terms of how they’re doing it. The students, they do not like when you do retrieval practice in class, yet, if you give them the opportunity to build a Quizlet outside of class, they’re all over it, which is really retrieval practice. And so it’s a matter of trying to have that conversation. And it’s one of those things about human behavior, and you’re an economist, you know this. It’s so frustrating. People don’t do things that are good for them sometimes, and it’s frustrating, but you just keep working at it in a variety of ways. I know we’ve had success by hosting student faculty conversations, where the students and the faculty will talk to each other about what is going on in class, and it helps the students understand why the faculty members do things. It helps the faculty understand why students do things. But at the end of the day, it’s incredibly challenging, and I think it’s one of the things that makes this work. We’re going to be around for a while, because we really need to continue to work. And I will say one more thing, it also doesn’t help that faculty are incredibly resistant. And they’re resistant because you try something, the students don’t like it, you back off of it because the students don’t like it, even though it might take two or three iterations for them to like it. So there’s a lot of challenges there.

John: And we’re also coming up against students who’ve had 12 to 13 years of practice before entering college without using those techniques with high stakes exams and so forth. So there’s a lot to overcome there.

Chris: Yeah, and the high-stakes exam thing, we have a large group of physical therapists, physicians assistants, and OTs (occupational therapists), and they all have this national exam they have to sit for. And so they just want the stuff. They just want to know stuff. And I always try to tell them, you could know a lot, but you have a patient in front of you, and this is the example I give. I say, “If a patient comes to you and says, ‘My arm hurts when I bend it up’ and you say, ‘Okay, here’s what you’re gonna do. You’re gonna do this.’ And then the patient comes back says, ‘I did that and it doesn’t help.’ You can’t look at the patient and say, ‘Well, boy, that’s terrible.’” You have to have another approach. You have to have something else to try. And I try to help them sort of work through that. Again, we’re fortunate here. I do go in and talk to almost all the grad students when they go from undergrad to grad, to talk about the application of knowledge. I also talk to all the undergraduates when they show up on campus to talk about some of these things too, with the idea that if we repeatedly talk to students about it and try to help show them, we may get more buy-in. There’s no panacea to this.

Rebecca: I think what you’ve both highlighted is that there’s resistance on both sides. There’s resistance from students and resistance from faculty, because change requires effort, and establishing new habits takes time and effort. But I like the idea of the dialoguing so that you’re working on change from both directions.

Chris: Yeah, and it’s interesting, I always ask faculty, especially like, if they give an assignment and say, “Why did you give that assignment?” And I’ll sometimes hear, “Well, it was time.” Well, that’s not a good enough answer. If you can’t relate that back to what you’re trying to get students to learn, then the students don’t know why they’re doing it, and they’re just doing it, which is the big issue with AI right now, is faculty are like, “Why are students AI-ing my assignments?” They see zero value. You work towards things that you value. You create value in education, students are more likely to work. It’s not guaranteed, but it’s more likely they’re going to do the work.

John: Earlier you suggested that one strategy you encourage is transparency, so that students understand why you’re asking them to do these things. Might that help in getting students to break the habits they’re developing of using AI for so many assignments now.

Chris: Yeah, I feel pretty strongly about this. I’ve done quite a bit of work in the AI field, working with AAC&U as well as with the American Psychological Association. And I think that the transparency with AI, we just have to do it at this point. What we need to do is lean into teaching AI literacy, teaching students about what AI can do, the limits of AI, showing them some of the limits of AI, and allowing them to see this as a tool, not as learning, but as a tool to help them learn more effectively. John, you were teaching at the time. I remember in 1995 we got essentially a graphic browser called Mosaic, and I could actually see the internet versus just typing things into gopher. And I thought my life has just gotten better. It’s just gotten better, and I was able to do things I couldn’t do before. Well, AI has done the same thing. I can’t tell you how many times n ow, when I’m generating a data set for statistics, I give it the parameters, and it just generates the data for me and it comes out the way I want it to. I used to calculate those numbers, and it was terribly difficult to do. Now it just does it, and that takes the time from that for me to give students feedback or do other things. Well, the students, just like with the calculator, can use it in a way, and I’m not saying it’s a calculator. It’s much different than that. I’m not saying that, but it’s a tool that we can use, if we can figure out how to leverage it. But transparency is key. We are talking right now about creating a guidance document through the center that’s going to be shared with faculty and students about how the center and how academic affairs views AI and the value of it, as well as some of the pitfalls and concerns and some of the caveats that need to be around it. Because I think, even if you hate it, and we have faculty who truly hate it, they truly hate it, it’s not going anywhere, and the students have access to it on their phones. It’s there, so we have to figure out what to do with it.

Rebecca: One of the things I want to underscore about what you just said is that you’re going to develop a guide for faculty and students and that you’re going to share it to both parties. And I think that’s a practice that institutions could just do more generally, so that both sets of individuals are getting the same information, because especially around AI like literacy is necessary for all members of the campus community, not just students.

Chris: Yeah, yeah. We have a task force right now we’re running with my associate director, which involves five staff members and five faculty, and we’re going to cycle in some students so that we can sort of figure out what we need to be talking to people about. Our staff, many of them are afraid to use it because they’re afraid that it’s going to work them out of a job. But we say “No, this is gonna make your lives better if you use this.” So we’re trying to work through some of that. But the transparency is really key. I would argue that for everything, Rebecca. I’m a firm believer in being incredibly transparent with my students about all sorts of things that I think help move the learning process along, and that’s been really valuable for me as an educator and with my colleagues as a faculty member, as an educational developer.

John: And one of the things we’ve been advocating is that faculty have these conversations at the start of the semester with their students about what uses of AI are appropriate to see if they can get some degree of buy in. Do you think that might be helpful in convincing students that they should use it in ways that support their learning, rather than ways that serve as shortcuts to their learning?

Chris: Yeah, my associate director, Matt Citron, developed a system for one of our majors because the faculty really wanted it. And it’s not a new system, people are using it, but they just have a system built into Brightspace where an assignment will have either red or green or yellow light saying: red, don’t use AI; yellow, use it with caution; green, do what you want with it. But even before they see that, there’s a whole conversation about what “use it with caution” or “go crazy with it” means, how you’re going to involve that, and what you’re going to do with it, and how you’re going to report what you got out of it to the instructor, so they know exactly where this is coming from and how it looks. Again, It’s a transparency. But, you know, I’ll say this, I am continuously amazed when faculty are trying to sneak things in and trick students, because learning is not about being tricked, man, it’s about being able to do things more effectively. And I even do this, and faculty don’t love this. But when I give multiple choice… I’d really moved away from it…but a few years back, when I gave multiple choice, I told students, look, if you don’t like my answers, give me your own. If I like it, I’ll give you points for it. Or if you think my answers aren’t good enough, and you could write it better, fine. Write it underneath the multiple choice, I’ll read it. I mean, students don’t often do it, but every once in a while they do. It’s not like I have the magic knowledge, that’s the thing. I just know more about this than you do. I’ve learned more, I can think about it differently than you can, but let’s talk about it. And I have conversations with students after exams. I have conversations with students about their papers. I’ve taken to shooting video feedback to all my students on assignments and their responsibility is to give me video feedback, telling me how they understood my feedback and what they intended to do with it. So it becomes this virtual conversation. I talked to my faculty about that. Teaching and learning is an innately humane relational process, and the more we can continue to build that in, the better off our students and our faculty are going to be. But Rebecca, it’s work. It’s work.

Rebecca: It is work.

Chris: It is. I have two classes. I have 67 students this upcoming semester, as well as running a teaching center. It’s a lot of work. I grew up as a first kid to go to college, first one to graduate. I feel pretty lucky to do this job. I’ve worked other jobs, man, I built fences. This is way better than building fences. This is way better than building fences.

Rebecca: Sounds like we’re trying to take them down, actually.

Chris: Yeah.

Rebecca: One of the things that we’re seeing with budget crises across higher ed is sometimes increases in class sizes, and you just talked about how deeply humane and relational [LAUGHTER] teaching and learning is. Do you have some strategies for student engagement and some of that relation building in those larger classes.

Chris: Yeah, it’s a great question, and it’s interesting because at Springfield, and I’m not sure about the size of Oswego, but for us, a big class is like 60 students. Faculty freak out when they hit 60. And the fact is, I think that relational piece is going to look different depending on the size of your class and how you’re able to navigate that. I think part of it is understanding a variety of ways to give feedback. So I tell faculty, in particular with large classes that I would encourage them to do small assignments and give feedback to percentages of students every class to ensure that every student gets written feedback across time, but they don’t have to get all the same written feedback every time. You would never not read a student’s work, but you would give more substantive written feedback to a percentage of your students, but work in ways to develop those kinds of touch points. It’s not always easy. Sometimes it involves using the LMS, sometimes it involves getting there early, but being aware that your students, if they identify you as a human, they’re much more likely to be kind to you. So it’s really a matter of trying to figure out a way to allow yourself to be perceived as a human in students’ eyes. That’s idiosyncratic to the instructor. My students know a lot about my life. Part of it was I was a single dad for six years. I taught with my kid in a Snuggie. There was no way for my students to not be aware of what I was doing. I had a child strapped to my chest. She fell asleep. I told my students, come closer. She’s sleeping. I can’t wake her up. So I’ve always been pretty transparent with my students about lots of things. It makes me human, and I think part of it is allowing the students to see that you’re human too at whatever level you’re comfortable, whatever level people are comfortable, some people are more private. I get that, but I think you have to allow that humanity to kind of show through. I’ll say one more thing about that. If nothing else, you went and got a degree in this discipline. Show your passion for your discipline. Let your passion for your discipline come through however it does for you. I can’t talk about some psych topics without being jazzed. I’m a psycholinguist by training. I can’t talk about language without being super excited about language. It’s fun. I was just in Europe. I was looking at things written 1000 years ago. My camera is filled with pictures of stone tablets. My wife’s like, “What is this?” I said, trust me, “That’s linear B, man, that’s good stuff, right there.”

John: One of the issues that we do hear a lot of concerns from, especially since the pandemic, although it seems to be a little bit less last year than in the previous years, is students seem a little bit less engaged with some of their classwork, that students are more likely just to blow off some assignments and not complete them. And also, many faculty complain about having lower attendance in their classes. You mentioned using polling as a strategy. Are there other strategies that faculty can use to help increase that connection, or to get students a bit more engaged so they don’t disappear on us.

Chris: Yeah. I mean, the mental health crisis has really had its fingers in lots of this, and students’ anxiety has led them to be less willing to chat in class, less willing to engage in class, and with the devices they get to class, and they used to talk to each other, they sort of look at their phones, and so that’s an issue. I am pretty transparent about what I expect my students to do, and I talk to faculty about stating your expectations clearly and being open to knowing that students are going to sometimes struggle with this. I’ve got a couple of simple little tips. So for example, I give this tip to faculty. Have students answer questions and just write them down on a note card without their name, and then they take their note card and they stand up and they walk around the room, they hand it to someone, they take theirs, and then they take that note that note card and hand it to someone else, and then they take that, and then they just pass them around. And then I can call on any student, and all they’re doing is reading the note card, and so that helps them sort of see that it’s okay. I’ll tell you another secret… my students, whenever they find out about this… they get really mad, but I do this. I collect note cards at the beginning of the semester with all my students’ names on it, and I tell them, sometimes I’m going to randomly call on them to see if they know an answer. And they’re always softball, simple, very easy questions. So I’ll shuffle the cards and call someone. I will almost always call a name that is not on the card. I’ll call the name of the student who I know hasn’t said much, but knows what’s going on. So they have a chance to do something in class, be successful, and shine, and then they’re more likely to talk. And students don’t know what name I draw off the card. It doesn’t matter to me. It could be blank cards for all they know, but it’s a way to get the students… and again, as a psychologist, I look for ways to sort of shape that behavior up. Also, I tell faculty: “Get the class early, greet students when they come in, just talk to them.” I don’t know if this happens at Oswego, but this is a Springfield College thing. Our students thank us. At the end of every class, I get fist bumps as my students are walking by after every class. And I’m not unique. Lots of our students do that, and part of it is a culture that has built up over campus, over time, this is before my time. This is sort of who our students are. And so you work with that culture, okay, if the students are gonna do that, then I know they’re polite. Okay, good. Then I can work with that. Your students might be different. You know what they are. You try to work with that. It’s like I say to people all the time when faculty say, “Well, what can I do to be a better teacher?” I can’t pull a book off the shelf and say, “Here, do this.” I have to know who you are, who your students are, and all of that. And so it’s why the field is so much fun. I get to know lots of faculty, and I get to work with lots of faculty.

Rebecca: One of the things that we’ve been talking a little bit about, are some budget cuts in higher ed and teaching centers being on the chopping block? What are some of the things that you’re concerned about in this space?

Chris: So you don’t want to open that door too much. I really appreciate this in part, because I think there is a sense with teaching centers right now that if we let them go, we’re going to be okay. And I think faculty need the resource, even if it’s a perceived resource. My wife and I talk about it all the time. Perceived help is often as useful as the help you get, and so us existing is really important, and I worry that teaching centers are going to start to shrink, and it’s going to make faculty struggle in their teaching. So I hope that we continue to talk about these things and I appreciate having the opportunity to talk about it.

Rebecca: So we always wrap up by asking, what’s next?

Chris: So what’s next for me? I have an idea for another writing project. I want to look at intentional teaching. I want to talk about barriers that make it difficult for faculty to be as effective as they can be in the classroom, starting with things like lack of pedagogical understanding and going through variables such as student variables, classroom size, physical space, etc. Because I think we need to take a harder look at what we are doing, knowing the stakes are higher than ever at being able to be effective at what we do. We need to be incredibly intentional about creating really strong learning environments for our students to succeed. And I think our livelihood depends on it. Listen, I teach at a small liberal arts college in the Northeast, and have either you ever been to Springfield, Massachusetts?

Rebecca: Yeah.

Chris: So from my office, if there were no trees, I could see two other colleges less than a mile away from me. So there’s lots of schools and fewer students. We just need to be really good at what we do. So I’m thinking about that. The other thing is, I am excited to be building out some additional resources for our faculty that I think are going to support them with short burst sort of faculty development that we’re building with our media team, which has been really fun. So we’ve got lots of stuff coming. We’re excited to get the year started and to do these things and to share them out. I’ve lots of ideas.

John: Well, thank you for talking to us. We very much appreciate the conversation and look forward to future conversations.

Chris: Yeah, thank you both so much, and I appreciate having this conversation. I know that you folks talk to lots of people. I went through, and I just have you know I run every day. You’ve gotten me through many runs, because your times is just about right, so I really appreciate that, and you’ve talked to some people that I have deep affection for. So I really appreciate being part of this, and thank you for all the work that you’re doing for teaching and learning. I think it’s super important for people to hear from these other people, so thanks.

Rebecca: Yeah, thank you. We’re looking forward to sharing out this episode with our audience, and we’re grateful for all the people that we’ve gotten to have on the show, you included.

John: And that’s why we keep doing it. [LAUGHTER]

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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391. Don’t Let Email Control You

One of the challenges facing faculty, staff, and administrators is keeping up with the continuous flow of email. In this episode, Robert Talbert joins us to discuss strategies to efficiently handle email so we can allocate time to other essential tasks.

Robert is a Professor of Mathematics at Grand Valley State University and the author of Flipped Learning: A Guide for Higher Education Faculty and a co-author of Grading for Growth: A Guide to Alternative Grading Practices that Promote Authentic Learning and Student Engagement in Higher Education.

Show Notes

  • Talbert, R., & Bergmann, J. (2017). Flipped learning: A guide for higher education faculty. Routledge
  • Clark, D., & Talbert, R. (2023). Grading for growth: A guide to alternative grading practices that promote authentic learning and student engagement in higher education. Routledge.
  • Robert Talbert’s Intentional Academia substack
  • Talbert, Robert (2025). “Putting email in its place (and it’s not the Inbox).” Intentional Academia substack. March 6.
  • Allen, D. (2015). Getting things done: The art of stress-free productivity. Penguin.
  • Newport, C. (2021). A world without email: Reimagining work in an age of communication overload. Penguin.
  • Robert Talbert’s website

Transcript

John: One of the challenges facing faculty, staff, and administrators is keeping up with the continuous flow of email. In this episode, we explore strategies to efficiently handle email so we can allocate time to other essential tasks.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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Rebecca: Our guest today is Robert Talbert. Robert is a Professor of Mathematics at Grand Valley State University and the author of Flipped Learning: A Guide for Higher Education Faculty and a co-author of Grading for Growth: A Guide to Alternative Grading Practices that Promote Authentic Learning and Student Engagement in Higher Education. Welcome back, Robert.

Robert: Hey, thank you, Rebecca, it’s great to be back with y’all.

John: Today’s teas are:… Robert, are you drinking tea?

Robert: I know this is called Tea for Teaching, but I’m definitely a coffee guy. I like tea, but I’m more on my coffee, especially on a cold, blustery day like today. So I have a good, solid Pete’s Major Dickinson’s blend, black, just like I like it.

John: And Rebecca?

Rebecca: I have a London Strand Breakfast today

John: …and I have a ginger peach green tea today.

Rebecca: So Robert, we’ve invited you here today to discuss a March 6 blog post in your Intentional Academia substack entitled “Putting email in its place (and it’s not the Inbox).” And you begin this post noting that when you first used email in the late 1980s it seemed like a useful and fun tool. I don’t know that I remember ever having those kinds of feelings about email, but do you still have these feelings? [LAUGHTER]

Robert: Well, so that was in late 1980s first of all, and email and the internet were relatively new. So I think email is still useful, it still can be useful as far as fun goes, I think it’s been a long time since email has ever been remotely like fun, unless I have just a really low standard for what fun is. And back in those days, I was basically fresh out of high school, and it was kind of like when people would leave notes in your locker, like little stuff from your crush or whatever during the day, and I discovered email, and I would just can’t wait to get over to the engineering building to click open my email and see what else might be there. And it’s strange to think about that ever having been something I look forward to. [LAUGHTER]

Rebecca: …kind of like the run to the mailbox when you might have actual, real physical mail that’s not junk mail.

Robert: …that is not political mailings or otherwise junk. Yeah, human contact is fun, you know? And sometimes email can be fun. I think in an email out of the blue from a student you haven’t seen in several years, just writing to let you know what they’re up to, that’s fun. And so sometimes it has these little unexpected moments of joy that happen in email, but that’s definitely the exception that seems to prove the rule. It seems like we’re more bullied and pushed around by email these days than anything remotely resembling fun.

Rebecca: I give in to the idea that there are glimpses of hope on a very, very rare basis, I retract my earlier statement.

Robert: ,,,not quite enough to keep you running back to your inbox every day…

RBECCA: No.

Robert: …hoping for more. But it’s nice when it happens, but it’s a little rare, isn’t it?

John: When I first started using email, I think it was in 1983 and that was back in the days of the long UUCP addresses, where you had to put the pathways in to get from one place to another, and then the email was relatively special. It didn’t always get transmitted right away to its destination, but it was rare and valuable, generally.

Rebecca: Was it fun?

John: It was sometimes fun, [LAUGHTER] and it was nice to be able to reach people in other places, because again, you reached out when it was something important, especially with those really long addresses, and you needed to know who you were contacting and if there wasn’t any spam back then, and that’s changed a little bit. One of the things you talk about in your substack is how frequently people check email. Could you talk a little bit about the frequency with which people check email each day?

Robert: Sure. I mean, it’s a lot. We all know it’s a lot, but there has been some studies on this, actually. It’s a little difficult to quantify, because some people check email more than others. The same person will check email more often at certain times of the year, like we faculty, check email much more often, probably, during final exam season, than any other time. If you’re teaching an online class, you’re going to check in more often. But some studies have been done in the private sector with quote, unquote, knowledge workers, of which I would include faculty, certainly are knowledge workers, although we’re not in the private sector. And one of these studies was done in 2016 and there was a study to project what people would be doing in several years time. And so they projected that by 2019 the average knowledge worker would send or receive 126 emails per day, with about an 80-20 split between receiving and sending. And my experience is that that’s right on the money. And certainly here in 2025 it seems like Moore’s law. We just keep doubling that every single year, it feels like. But another study in 2016, it was also in the private sector. I believe it’s in a financial services company actually tracked people on their computers with a time tracker and found that the workers were checking email 77 times a day on average. So we joke about or check my email for the 20th time today. That’s actually kind of normal, 77 times per day, if you assume an eight-hour day is once every six minutes, just to check your email, not even necessarily to do anything with your email. That doesn’t count, the time actually spent manipulating email, sending, receiving, reading, replying, it’s just checking the email. So it’s quite often, and most of the self-reports from academia, specifically, in a few studies that have been done, and just certainly my own personal knowledge here, it seems to be around two hours a day that rank and file faculty will spend just simply dealing with email. Now, when you start going into the administrative layers, it becomes significantly higher than that, but two hours a day seems to be average, and that’s an enormous chunk of the average faculty member’s working day.

John: Is the only time loss the time actually spent once people are in email, or does it have some other efficiency costs?

Robert: Oh, there’s definitely an efficiency cost. I think we’re all aware, just intuitively, that when you’re trying to focus on a task, and faculty work is entirely focused driven tasks, whether it’s grading or prepping or researching or whatever. When you’re trying to focus on a task and you get interrupted by anything, whether it’s an email or just the ping from the email, or if you happen to have Slack, which is like even 100 times worse than email or the cat jumping on your lap, or whatever the case may be, it takes time to recover, and there’s been plenty of studies about this in the psychological and physiological literature, and some studies, it seems like most studies I’ve seen, say it takes an average of about 64 seconds to recover from any interruption to regain full focus, and sometimes that can take up to 25 minutes to recover full focus from a single interruption, even if you happen to have the notifications set on your phone to pop up or ping you, which is even worse, that one thing will get you off track for potentially up to half an hour and so 64 seconds every email times 126 emails per day. This is losing minutes and hours and hours of time, not even with the email itself, but simply getting yourself back on track from having been interrupted. That doesn’t count doing something with the email, like, again, focusing on replying to an email, or even just simply scanning the subject line. It’s just the psychological effect of being interrupted. And then if you happen to glance at your email, even just look at the sender, sometimes… don’t we have this situation, like, sometimes you get an email from a person and you just like, “Oh crap, I don’t want to deal with it.” Maybe you see that person, or maybe you see the subject line, and you don’t know what it is… that, even if you don’t open it and see what it’s all about, that will stick with you. It’s called the Zeigarnik effect. The Zeigarnik effect is the phenomenon that we remember uncompleted tasks better and longer than we remember completed tasks. And on a practical level, what the Zeigarnik effect says is that if you have something that grabs your attention, and it’s sort of an open loop, like you don’t resolve it right away or ever, it will continue to exert a downward force on your attention even when you are not consciously focusing on it. So you can get this email from the Dean or whatever, and the subject line says, “I need to see you in my office right away,” or something like that, something horrible sounding. And you can think that you put it out of your mind, but you haven’t, and someone’s tapping the brakes on you while you think you’re going back to work. And so there’s measurable results of the attention drain that just simply being interrupted by email will have on you, there’s even more drain for actually doing something with it. And even if you feel like you haven’t really been interrupted, your brain disagrees with you. It’s currently operating at a less efficient pace than it would have and so it’s hard to even quantify how much time is spent by not being able to go full speed on the task that requires full focus just because of interruptions.

Rebecca: I know, a few years ago, I went through and spent quite a bit of time trying to remove all of the design features that are meant to grab your attention, turning off pings, turning off notifications of any sort. A little red dot on my phone that tells you how many message there are, I turned that off, so that I wouldn’t have this [LAUGHTER] ongoing anxiety about needing to check my email. I moved my app on my phone to three screens away.

Robert: Rebecca, were you successful in doing that? I mean, do you feel like you were able to shut off all the stuff that was grabbing your attention?

Rebecca: It helps, but I had to take further steps, and that definitely my timing of wanting to do that, moved into when I moved into a more administrative role, and my email exploded. I was looking for every excuse [LAUGHTER] and opportunity to get it out of my way.

Robert: Yeah, they make it hard. App makers today are just absolute experts at grabbing attention. That’s the business model of apps, is to get your attention for things. The apps are free because you’re the product. Your attention is the product, and so it’s very hard to permanently shut down notifications from a lot of apps. That’s why many high schools are starting to ban cell phones now, that we’d like to have students using technology. The apps now are just so good at sucking away attention that it’s almost all or nothing at this point. That certainly, I feel, is true for faculty. I totally feel where you’re coming from there, Rebecca.

Rebecca: So you noted that you also recently gave a workshop to department chairs, program directors and college administrators. You’ve already pointed at how much time administrators do emai.l [LAUGHTER] I’ve have experienced that. [LAUGHTER] And you’ve talked a lot about the focus and clarity and the need for presence. We’ve talked about that a little bit already. Can you elaborate more on how to gain that back?[LAUGHTER] Help, help me, help me.

Robert: Yeah, right. I mean, we all sort of need the help. I gave this workshop to, it was at University of North Carolina, Charlotte, to a group of 30 or so department chairs, program directors, Associate Deans, sort of like mid-level management positions in the administrative tier, and so these folks get a lot of email. I’m a former department chair myself, and I know you just get drowning in email. And before the workshop, I asked them to estimate how much time and energy they spend on email and maybe identify some of the pain points that they were experiencing. And about half of the participants in this workshop said that they receive, not send, but receive, between 50 and 100 emails a day, and about 30% of them said they receive more than 100 emails a day. There was no top end on that survey item. It was just like 100 plus. For all, I know that 30% could be getting 1000 emails a day, and I know that sometimes my department chair currently will fire up her laptop for a department meeting, and I’ll look at the badge on her mail app [LAUGHTER] on screen, and it’s always four digits long, and that just makes me anxious. I also asked these folks, like, how much time they spend, and over 70% of the participants in this workshop who responded to the survey said they spend three or more hours per day on email tasks, which include checking email, composing emails, replying to emails, and reading emails, which to me, seems crazy because, having been a department chair myself in the math department at Grand Valley… It’s a large department. We have 60 faculty members. We serve 1000s of students. It’s almost like being a dean, and there is a lot of just straight up work that you have to do as a department chair, and none of it is reading email. I mean, it’s things like working with faculty, meeting with students, and scheduling courses, and these are not email tasks, okay, so you have at least three hours being sucked away by email. And one of the things you just asked me to clarify was about focus. How do you achieve focus in a state like that. I mean, you have to have focus. So doing good work in that level requires a lot of personal characteristics, but for me, it’s focus, clarity, and presence, were like the three things when I think about what it takes for any faculty member, really, but especially those who are involved in administrative work to do a good job with what they’re tasked with doing: focus, clarity, and presence. One of the hardest things I found about being a department chair. I was department chair for one year, and that year was 2019-2020, and so you think about what happened during that year. One of the things that really kind of sticks out from that particular year, if we all remember this, is that nobody knew what was going on. This is a five-year anniversary of the March 2020 shutdown of everything. And I remember the hardest part of being a department chair was that I had to figure out what the work was. It doesn’t come to you packaged up real neatly, like here is this project, we want you to do this project. Here are the goals of the project. Here’s when you know you’re done. Here are the stakeholders. You have to spend time focusing on clarifying what the work actually is, like a student shows up in your office say, “Well, my professor is really mean, and I want you to do something about it.” So I have to say, “Okay, what is the real problem behind this? Who’s involved? What’s the right task? Does this person just want to be heard? Is there something that needs to be done?” You have to have deep focus to be able to pull off this work. And everything that I just mentioned earlier about email is the antithesis of deep focus. It mitigates against deep focus at every stage. And so with email, we get so much of it, but the number one job is to, like, use it as little as possible. Back in the day when you had to enter in like, a hugely long address to send an email, I think we should go back to that, honestly, we should actually have to write like a 100-word essay to send an email, like a requirement to do this, just to put a little bit of friction in between yourself and the keyboard, and that way, we would have a little bit more intentionality with what we’re doing, and we wouldn’t get so much that’s just pulling away from us. So focus and clarity and presence are absolutely essential for doing any kind of good work in academia, especially if you’re one of these folks like I worked with at UNC Charlotte, and our current way of conceiving of how to work with email is not helping.

Rebecca: There’s so much noise and so little signal. How do you get to the signal?

Robert: Well, I wish I had a simple answer for this. Part of it is we have to deal with the email we have first of all, and then we also have to deal with the email that we don’t have yet. The participants in the workshop said this was their biggest pain point, is that they just get so much email that it’s hard to allocate the resources and time to deal with it. And so I’ve had them think about, where is all this stuff coming from? If you’re getting 200 emails a day, where is it coming from? Why are you getting 200 emails a day? And what are the characteristics of those emails that make them worth your time? It was interesting to probe that, and one of the department chairs there confided to me that she has… and this is a small department, this is not like the physics department or something, where there’s hundreds of people involved… but, it was a small department and she had 21 direct reports in this department. And I’m thinking, I don’t even know if they had 21 faculty in this department. I say the first thing you got to do is go to your dean and ask them to do something about this org chart that you’re embedded in. You should not have 21 direct reports. And if you can cut down on that, you can cut the email off at the source. And so part of the answer to your question, Rebecca, is find the sources of where you’re getting email from and try to divert things away from email. For example, if you’re in a position to delegate, you should definitely be delegating things. I remember when I became department chair, it was the day before classes started, and my first and only term as department chair, and I was in Detroit, over across the other side of the state, giving a talk, and I was getting back in my rental car before driving back, and I just thought, well, a day before classes started, this is when a lot of stuff hits the fan, so I’m gonna check my email. And I had just, like, 100 emails, but there were some weird sources, like from parents, from like, high school teachers, and there were all these weirdly random questions about, like, you know, “My son wants to major in engineering. What math course should he take?” Or “What’s your curriculum like at this level?” I was like, why am I getting these emails? And when I got back home, I checked with one of the emails was from a student worker, and she was emailing me to let me know that she wouldn’t be in that day. And I checked in with her to see if she was okay, and said, like, “Why did you email me about this? Why didn’t you email the department secretary about this, that she’s the one who oversees your work?” And she said, “Well, you’re listed as the contact person for the department.” [LAUGHTER] And I checked, and my blood just went cold when I saw this like I am the public face of the math department, okay? And I checked the website, and sure enough, down there under for any questions, please contact it had my email address listed. And I went straight to the department administrative assistant and just said, “You take my name right off of this. Why is it there?” [LAUGHTER] And she said, Well, it’s there because the previous department chair liked her’s there. And I know for a fact that my previous department chair was checking email five to six hours a day and not getting home until one o’clock in the morning on most days because she was at work check emails, and I was like, “I don’t do things that way. [LAUGHTER] I want you to shut this off.” So shutting things off as the stores is a great way to achieve some clarity. Clarity, by the way, is another thing that I mentioned is important to administrative work. Clarity. It’s best understood the opposite of clarity is ambiguity. So if we are working with emails, for example, and we don’t really know what these emails are to us, like, what role or what value do they play in our lives? We’re going to respond to everything, as the default is just like, if it’s an email and it shows up in my inbox, I got to do something about it. And I think the first step towards finding the signal, Rebecca, is just realizing that that’s not the case, that when you get an email in your inbox, it might have something to do with you, but it probably doesn’t. In the substack post and in the workshop that I gave, I described a process of clarifying things that show up in your inbox. That’s taken directly from the David Allen book called Getting Things Done: A Guide to Stress-Free Productivity, which I recommend every faculty member to read as many times as you can. It’s the pathway to wisdom. It’s not written for academics, but it totally applies to academics. And so when something shows up in your inbox, you have to start questioning it. First of all, is it an actionable item? Is it something that requires action by somebody? I find a lot of times, the answer is no, and sometimes that it’s an item that is merely informational or like a report from a committee. And I don’t have to do anything with that except file it in an appropriate folder. And using folders in your email is a really good pathway to kind of clearing the chaff out. It’s still there. You know, you put stuff in a folder, it doesn’t go away. It’s just out of sight, out of mind. Sometimes you get an item that is just totally irrelevant: spam, or it’s some sort of propaganda from the university, and we get this stuff all the time. So that’s wonderful. I’ve seen it once. I don’t see it again. Just click delete. Just delete it and be done with it. Sometimes it’s something that you want to think about, but you don’t want to or can’t right now. Okay, so it’s like an invitation to a conference, for example, and you can’t go this year, but maybe next year, so you put that in a special list called “someday maybe,” that’s a list of things that you want to do, maybe someday, but not necessarily right now. And then everything that’s left over are the actionable things, and some of those are actionable within two minutes time, a quick question that can be replied to instantly, so it doesn’t have to stay in your inbox. You just do it. Sometimes they are actionable, but not by you. For example, when I stopped being department chair, I was still getting department chair emails because people weren’t updating their list, and so that was actionable, but it wasn’t me, and so I just had to forward it to the right person. They didn’t need a reply. I don’t need to say I am now forwarding your email to the right person. I’m just going to forward it. You don’t need to talk to a person to tell them what you’re doing every single time, and eventually you have these emails are all very clear, like, what do they mean to you? What are you supposed to do about them? Do they have a deadline? Is there another person involved? Is it not an action, but is it a project, like a collection of actions? So what is the next action that you can perform on this project? If you run everything in your inbox through that clarify loop, you will soon have an empty inbox, because these things that get clarified end up on lists instead of your inbox, and you have instead a list of actions that you can and should perform when you have the time for it, and then you have a signal, you don’t just have a bunch of stuff. Now that’s hard to do, but it’s a habit that has to be ingrained, and not everyone is willing to put in the work to build that habit. They would instead expend twice as much energy not having the habit, which is kind of sad in my view. I write about this a lot at the Intentional Academia substack, and so I will stop getting into the weeds unless you all want to know more. [LAUGHTER]

John: There’s several things that you said that just struck me. You reminded me that five years ago, this month, we went into that little pandemic, and I was the director of the teaching center, and Rebecca was working with me there, but she had the good sense of being on sabbatical that semester.

Robert: That was a great time for a sabbatical, yes, unless you were traveling.

John: …and I do remember the increase in the volume of email because faculty were not always used to teaching remotely, and so there were pretty much hundreds of questions coming in with people needing support. We had a lot of online hours to provide support, but it was a bit of a challenge. One other thing you mentioned, though, is using something that would raise the cost of engaging in email might deter some people, and I don’t think we can go back to those [LAUGHTER] long addresses anymore, but it’s an interesting idea. It reminded me of something I had read about probably 15-20, years ago, where an economics department for economic department meetings, whenever someone said something in the meeting, they had to put $1 in this bowl [LAUGHTER] that was divided up at the end of the meeting, and if you went over a certain length in what you were saying, you had to keep adding additional dollars. So we can alter incentives, perhaps, but I don’t think that’s likely to happen again in the near future. But you referred to a fundamental law of academic work, which you call the law of the whole person. What is this law, why is it frequently violated, and what role does email play in violating that law?

Robert: Right? Well, first of all, John, when I was a kid, that was called a swear jar, and if you cussed, you had to put a quarter in the jar, I’d be in favor of it, to be perfectly honest. So yeah, the law of the whole person is a term that I made up. I’m a mathematician, so I like to think about overarching structures that unify things. And so I’m thinking, what is the driver of this focus on focus, presence, and clarity in academic work? And where is really that signal from your email coming from? And it comes from the fact that we are not just machines, right? We are whole people, and we have interesting lives, or we want to have interesting lives that involve more than just work. We want to do excellent jobs with our work. We want to teach well. We want to do outstanding research. We want to provide valuable service to our institutions. We want to serve our colleagues and our students absolutely. But we also, a lot of us, have kids, we have hobbies, we all have health, physical health, that we have to maintain. And none of this is strictly tied to work. And so the law of the whole person is just, if you want to call it the fundamental academic law, I think that would be a nice subtitle for it. It just says that you have the right to be a complete person with a multi-faceted life and pursue anything that you find interesting and passionate, and you have the right and also the responsibility to take whatever measures you need to ensure this happens… within reason. I mean, we can’t skip teaching classes because I need my beauty rest or something like that, but you have to do your job, but you also have to do things that aren’t your job in order to be a complete human being. And as to why this is so frequently violated, I have theories, but no firm idea, but we do see that the default higher education appears to be that if you say no to stuff that is seen as a negative, like if someone asks you to be on a committee and you say, “I can’t be on this committee because I’m already on 20 other committees and I’m teaching five classes,” then you’re not a team player, or you don’t care about students, or whatever the case may be, and a lot of folks will manipulate people into doing whatever they want them to do by playing off of this idea of you don’t care about your job, you don’t care about students and so forth. We’ll ask you to work on the weekends and so on and so forth. And many faculty members feel bullied by others in higher education to the point where they believe that they really have to, for example, answer every single email the moment that it arrives in their inbox. I was on a committee recently where on a Tuesday afternoon at 5:30 in the afternoon, I got an invite to be on a Zoom call for that committee at seven o’clock that evening, [LAUGHTER] and I had to write the chair back and to say, “Dude, I don’t even have my email turn on after five o’clock. So if you’re trying to get me to actually be in a meeting at seven, there better be some compensation attached to it.” And this is not very well received [LAUGHTER] by this committee member, just to be clear about that. So why is it violated? It’s partially cultural. We have a culture in higher ed of overwork and self sacrifice, and it’s partly because there are some really bad actors in higher ed in some places that just want everybody to do more work than they’re doing, to do all their work, and to just manipulate people. And some of it is not so nefarious, but it’s just that people are afraid to say no, to set boundaries and stick with those boundaries, out of a fear of retribution, or being seen as not a team player, not dedicated to students, or maybe just even afraid of conflict with another person, and when that happens, other people are going to swoop in and take advantage. And from my view, this is a serious illness in higher education that can only be solved by each individual faculty member realizing that the law of the whole person is true. I mean, you do have a right to live your life in a way that is fulfilling and meaningful and wholehearted, and you got to put your own oxygen mask on first, as they say on the airplane, before you can possibly be expected to help other people.

Rebecca: As you’ve been talking, I’ve been thinking a lot about some of the strategies that I’ve used, and that largely involves a lot of the things that you’ve talked about: setting boundaries, using filters and things to make sure that a lot of the noise just doesn’t even get through to the inbox and then not treating my inbox like a to-do list, like all of those things have helped substantially to kind of settle and calm things down and make it a lot less overwhelming, or feel that need to constantly have to check email. So I highly recommend [LAUGHTER] the things that you’re talking about, because they really do work. They do help. They don’t eliminate email, but they make it more manageable.

Robert: Yeah, I don’t think anybody necessarily wants to eliminate email. I mean, some do. I mean, Cal Newport, one of my favorite writers, has this book called A World Without Email, and in it, he describes exactly what it might look like if you’re a knowledge worker with no email. And we didn’t used to have email. 100 years ago, we didn’t have email, obviously. The term that you hear is Inbox Zero, and this is a widely misunderstood term. It sounds like you want to have no emails in your inbox at any given point in time. That’s impossible, frankly. I mean, I haven’t been checking my email since I’ve been online with you all, but I know it’s been pinging. I don’t even have my notifications turned on. But you know, I’m going to flip this thing open, it’s going to have 20 emails in it. It’s more like the zero in the phrase Inbox Zero refers to the amount of attention that you are paying to your email outside of any time period that you are giving attention to your email. So you set up boundaries. You mentioned boundaries, and one of those boundaries that I highly suggest, and it’s totally possible, is to only check email at certain times of the day. For example, I only check email between 7:30 and 8:00 in the morning and between 4:00 and 4:30 in the afternoon, twice a day, 30 minutes. But within those 30 minutes, I am laser focused on email. That is the only thing that’s occupying my mind. I do one thing at a time, and in those times, it’s that time is email. So you want to have as little attention, the amount of headspace it takes up should be close to zero at any given point. So that’s the kind of focus and clarity and presence that I’m talking about here.

John: But it provides you with the opportunity to have the focus and presence that you otherwise might not if you’re constantly reflecting on the email or responding to those notifications and losing that efficiency of your time.

Robert: Yeah, absolutely. I mean, we’ve all had this experience of where, I mean, the opposite of presence is absence, of course, like we’ve all have these experiences where we are trying to have a conversation somewhere, but their mind is just, quote, unquote, somewhere else, and it’s just a really disheartening experience. I mean, you kind of feel belittled, like this person is not paying attention to me and just wishes I would shut up. And we don’t want to be like that, insofar as it’s possible for us. I mean, just to be a good human being, you want to be fully present with the people and the tasks that are in front of you at any given time. And so the idea is to put the email in a box, give it full focus when you’re in the box, then give it no focus when you’re outside of the box. That’s the kind of ruthless boundary making that we all have to do. We all say we set boundaries, but a lot of us are not nearly ruthless enough about those boundaries. One of the best things I did when I was a department chair, right after that experience with finding I was listed as the contact person for the entire math department, so anybody and everybody with a math question on planet Earth would email me stuff, was to go to our administrative assistant and say… her name is Jan… and I said, “Jan, from now on, between 8:30 and 11:30 in the morning, Monday, Tuesday, Wednesday, Thursday, Friday, I am off the grid. If somebody comes by, I’m not here. I don’t have the email turned on. I might even not have my computer turned on. I might just be working with a notebook, like when I go just completely old school. But I’m also going to set up three appointment times between two and four, Monday, Wednesday, Tuesday, Wednesday, Thursday, Friday. So anybody and everybody who wants a piece of me can sign up for an appointment, a 20-minute appointment, and they have my complete attention within those 20 minutes.” And a lot of folks didn’t like that at first, because they were used to this open-door policy where you’re a faculty member, you might have this too, and sometimes it’s good to have this, sometimes it’s good to have an open-door policy, but have a 24/7 open door policy is not serving students. It’s setting yourself up for this dissipation of focus. And if a student shows up, you’re not going to be anywhere near present. You’re going to be in a completely different room than that student, mentally speaking, because your mind is elsewhere. So yeah, setting those boundaries and giving full focus to the thing that the boundary is set up for, within the boundary and zero focus to it outside the boundary, to me, is like the key. And when I was a department chair, I had no idea what I was doing. I had one year of assistant chair under my belt, but otherwise I had no clue what I was doing, and I had to have three hours a day of focus time just to educate myself on what it is I’m supposed to be doing, and I needed every minute of those three hours every single day to do it, and I would have never survived otherwise.

Rebecca: I think it’s important that you’re underscoring this need to schedule focus time. And also I noted when you said you were checking your email, which is at the end of a working day, presumably, so that the middle of the day full of focus and not full of interruptions. Do you think the timing of focus time [LAUGHTER] and email time is important to individuals?

Robert: Well, I think it is. And every individual’s got to figure out what works best for them, and for me, it’s a bit of a holdover from when my kids were real little, and they would wake up at these crazy hours of the night and the morning, it just seemed like 5:00 to 5:30 was like the only hour that none of my children were ever awake. [LAUGHTER] I don’t know why that was, and so that was my focus time, just by default, I had to do 5:00 to 5:30. I don’t do that now, my kids are… two of them out of the house, and one is 17. So where they’re all just like self-regulating at this point, but it’s still a holdover, because that’s what I do. My sons get ready for school. I come down here and I check my email for half an hour, and that’s it, until the end of the day. And I told my students that, I told my colleagues that, like, I’ll get to you. I’ll get to you faster than other people get to you, but it won’t be immediate during the week. On the weekends, I don’t check stuff on the weekends, but if it’s during the week and it’s between like eight or seven o’clock in the morning and five o’clock at night, you will get a response from me within 24 hours. It will not be within 20 seconds, but it will be within 24 hours. And I always make this, I always hit that goal. And so students are cool with that. It seems like no other professor they have does this like they say, “Well, I’m gonna get right back to you.” And they never do, because you’re over promising and under delivering. And for other people, it may be, you have to schedule a couple of hours a day. Schedule a couple of hours a day to focus on email. That still seems like a lot, but maybe it’s appropriate for some, like the people who are in my workshop. But the thing is, you schedule it and you keep it in a box. It’s a fixed appointment on your calendar, just like a class is or a faculty senate meeting is, our students don’t expect us to be teaching them things outside of class time, unless it’s office hours, like so why should we expect to deal with other people’s email outside of email times? It’s just another appointment, and you work really hard within those appointment times so that you don’t have to think about it at all outside the appointment times. Now what time that is for you and for John or anybody else, you have to experiment with that. And it’s different things at different stages of your life, different times of the week, different times of the semester. But the important thing is to set it up, box it off, keep it in the box.

Rebecca: Another part of it is a lot of scheduling and getting organized around when you’re allocating time. But also does that involve training people to use the phone or other mechanisms of communication when that might be appropriate?

Robert: It feels weird to say training people to use the phone, because we all kind of learn to use a phone when we were in kindergarten, right? But yeah, I think when it comes back to presence, I think we often use email, as we mentioned already on this podcast, because there’s like no friction to use email. I don’t have to get up out of my chair, I don’t have to talk to another person. I just got to pull my keyboard up and start typing. And because it’s so easy to send an email, we do it a lot. But there’s something missing about this, and it may not be the most efficient way to do things like if I am working like with my colleague, David Clark, who is the co-author of Grading for Growth book with me, his office is just down the hall from me. If I’ve got a question for him, I’m just going to get up out of my chair and go talk to him. I mean, he may not be in, but I’m at least going to try. And I know, for example, he holds office hours in a student workspace at certain times of the week, and I know he’s going to be there, and it’s open, I’ll just go stick my head in, I know he’s going to be there. So why email him? And that saves a lot of time, just simply having a conversation with somebody. We’ve sort of lost that art. I think COVID is partially complicit in this, obviously, because there was no office we could walk down to, and human contact was extremely limited. So we should really appreciate its presence all the more now that we can actually have face-to-face contact on a regular basis with people, we should try that. [LAUGHTER] We should get back into the habit of doing that or phone calls. Sometimes it’s not the most efficient way to do things. A lot of times it is. And I am always thinking like it would this be quicker if we transmit more information through body language and face-to-face interactions than you ever will with emojis or whatever. So speaking of cutting things off at the source, I wonder how much of our emails could simply be… we say like this, this meeting could have been an email, but how much of our emails could have been face-to-face meetings, quickies, like, just quick stuff, not task force, terrible scheduling stuff, but just like, walk down the hall and talk to a person.

John: Right before I came to this session to start recording this, I was in a Zoom meeting with a lot of people, and it’s scheduled for an hour, and much of it could have been handled with an email. But the nice thing about it is that did give me time to respond to about, I think, 14 emails during that meeting, which would be harder to do ​​[LAUGHTER] if it were face to face.

Robert: We could be incredibly productive during Zoom meetings, [LAUGHTER] maybe that’s the key, John, we got to schedule Zoom meetings. Just like no content new meetings. I’m just going to schedule, we’re just going to sit there with a camera on, staring at each other while we answer emails, like going to hyper-productive mode. I’m willing to do an experiment on that. [LAUGHTER]

Rebecca: People have time for writing, like writing teams or writing meetups. So you can just do an email meetup, and then you’re doing email in community so that you don’t feel alone when you feel tortured by your email. [LAUGHTER]

Robert: I wonder if that’s really a thing, Rebecca. I really believe there’s something to that. If any of your listeners have tried something like that, I would love to hear about it. It sounds weird, but it sounds also like it could be cool.

John: Do you have any other advice for our listeners?

Robert: The most important thing is, I think it goes back to the law of the whole person. Rather than mention anything new, I’ll just reiterate, maybe what I feel is the most important thing. Like every person out there has the right and the responsibility to be a whole person. Otherwise, why are we even working in higher education in the first place? And so don’t let anybody tell you that it’s not the case. And if you are in a situation where you might be fearful of doing things like setting boundaries, saying no to certain things, just give it a try once and see what happens. I don’t know if anybody’s going to get fired for saying no to one thing, and if you do, then you probably didn’t want to work there anyway, honestly. So we can’t wait for institutions to do this for us. So whenever I post about stuff like this, I get some pushback from people saying like, “Well, this is an institutional problem. The system’s at fault. It’s not fair to expect faculty to take on extra responsibility simply to claim fundamental rights,” and to that, I would say “Wou’re not wrong. However, have you seen the state of higher education today? Do you really think that it’s going to suddenly reform itself overnight?” The answer is probably not. Where all meaningful higher ed reform comes from, whether it’s in pedagogy or research or simple culture issues like we’re talking here, it usually comes from the bottom up, from individual faculty, staff, and administrators doing things for themselves, but not necessarily by themselves. So you have a community here of listeners on Tea for Teaching, and I hope that all of your listeners will come and check out the Intentional Academia substack, where I’m hoping to build a community of faculty, the coalition of the willing, who are willing to put up a little resistance to some of this push that we have to just simply produce more and more and more with less and less and less. It’s really time to start claiming our humanity for ourselves, and maybe that’s the ultimate life hack that I can provide.

Rebecca: Culture change really happens when there’s multiple people acting on the same value system, like their behaviors reflect the values, and they don’t just state the values. And so what you’re really suggesting here is that if we adopt some of these principles ourselves, others will see us doing it, might feel permission to do it themselves, and then slowly, that change can occur.

Robert: Yeah, that’s totally right, Rebecca. You know every successful revolution occurs when the blueprints for change make it into the hands of ordinary people and they start having the courage to act on them. And you said, permission, I think that’s a really important thing to consider. I would especially challenge anybody listening who is a tenured faculty member at a higher ed institution. You’ve got all the tools you need to not only make good things happen for yourself, but also all of the untenured people who are at your institution. You’re protected, you can do all this stuff and say no and respond on your schedule and do things like set away messages on the weekends. We set these away messages when we go on vacation. But like, have you ever tried setting one like, just to always be on from Friday to Sunday? Just little stuff. And it’s important also to realize that we’re not talking about major things, like little things. Everybody’s got something that they can do to kind of claim their whole personhood for themselves just a little bit more. And once you start making little chips away at that, pretty soon the whole thing becomes easier than a lot of people thought it was going to be, is my experience.

John: We lose so much time in task switching, and I think we all think we’re better at it than we are. And the evidence, as you mentioned, is really overwhelming on this. And if we really want to be whole people for our students and with our colleagues, it’s kind of important to do the things you suggest and blocking off time so that we can focus on specific things for an extended block and we can be more efficient in responding to email when we’re only doing that. At the end of your blog post, I seem to remember there being a picture of a guitar [LAUGHTER] and a link to an article on there.

Robert: That’s correct.

John: One of the things I know you do is play bass in a number of bands. Could you talk a little bit about that and how that’s consistent with this law of the whole person? [LAUGHTER]

Robert: Well, so I’ve been a bass player for 30 years, but not 30 consecutive years, and I put it down for a really long time, in the 2000s when my kids were young and kind of fell by the wayside. And a few years ago, I had a serious health condition where that required emergency heart surgery, and I nearly died. And while I was dealing with this condition, I thought, this really sucks, and I could possibly go to my grave, having put away music for so long and not having gotten it out. So I told myself that if I would, just part of being a whole person, like I’ve driven so much energy into my work, work, work, work, work, but if I croak on the operating table, nobody’s going to remember any of that stuff. It’s going to be, I don’t know what they’re going to remember, like he was a good professor? That’s all right, I guess. But I mean, I kind of hope for more from life than that. I think a lot of us do. And so as far in that experience, I started practicing again, and I’ve been practicing basically two hours a day for the last five years, and now I’m in four different bands. It’s probably pretty cool. It’s the most important thing in my life, other than my health and my family. And so this is what you get when you decide that you want to be a whole person. You discover things that are very important to you about your life that you might not even have realized are still important to you. You thought that you set aside that hobby 10 years ago when you were working on your PhD and never picked it back up. But actually, you know, it’s still a very cool thing, and it connects you to a different part of the universe and to yourself and to other people, and that makes everything better, including your work, and so that’s maybe where the roots of the idea of the whole person comes from? Like, I insist that I do not work on the weekends. I don’t grade on the weekends or check work on the weekends because, frankly, I’m gigging every weekend, and so I don’t have time to work on the weekends because I have this side hustle. And it’s not making me a lot of money, but I’d do it every night if I could. it’s something I would never put away willingly. And my whole approach to work right now is focused on, how do I keep my work in a box to the point where I have the time to devote sufficient time and energy to becoming the best bass player that I could possibly be? That’s my mindset towards work right now. It’s not everybody’s. It won’t be everybody’s, but you got to put your life in context. You’re not just a machine. Nobody is. And if we ever get to that point, then that’s like a life lost, in my view.

John: I’ve had a similar experience. I played a number of instruments back in college, mostly keyboards, but sometimes guitar and bass and, with one band, drums. [LAUGHTER] But when I went to grad school, I pretty much cut that down, and then when I had young children, I didn’t play much at all. I started playing when my kids were in middle school, or thereabouts, but when work got too busy, I cut back, and I’ve regretted that quite often, and I’m playing in one band now, but it’s a little bit of a challenge finding that balance. I really like your approach of setting time aside to focus on activities and scheduling that.

Robert: That stuff is just as important to you as a human being, John, than anything that you’re doing with the podcast or work. I mean, they’re all important, right? And so they all deserve attention. And they say that when you’re an administrator, they say that your budget reflects your values, like the concrete form of what you really value. For a faculty member, it’s your calendar. Your calendar is where your values really are instantiated in extremely concrete form. And you take a look at a person’s calendar, you can tell what they’re all about. And so we use that, and you abide by the rules that you set for yourself, even when it would be easier to say, “I’m just going to grade tonight” or something like that. And again, this may not be, this is easier for some than others. I’m no one to talk. I’m a tenured full professor. I’ve got all kinds of privileges and stuff like that. So I get it. Not everybody can do that, but everybody should think about this, about thinking like, “What makes me whole as a person? Is it playing music? Is it gardening? Is it health?” We all got to take care of our health. Otherwise, none of this is of any avail. And if it means something to you, it should occupy some space in the 168 hours that we all get every week. Nobody gets any more or less than that.

Rebecca: It really goes back to this idea that your behaviors need to reflect your value system. I think one of the things that we have the power as faculty to do is to help our students also see value in these things as well. I know one of the things that I’ve worked with a lot of my students on is things like time blocking and managing time and making sure that they have time for some of those other things that are outside of school, so that they can feel enriched and feeling that they are a whole person, and that those things are also important. And when I’ve had those conversations with students or worked with them on some of these skills, they’ve really appreciated it, because they’re bringing more things into their life, and it feels more fulfilling.

Robert: Yeah, and it seems weird that we don’t often talk about this. I have yet to see a general education program at a higher education institution that talks about things like calendars and time blocking and focus time and time boxing and all the stuff that I’ve been mentioning here today, and y’all have been echoing back as well. I don’t know what it’s about. It’s like, sometimes it’s about, like, study techniques, which I don’t know what some of the stuff in there gets taught, really is. I have these conversations with my students, and we talk a lot about deliberate practice, this notion of deliberate practice, which, as a musician I think a lot about deliberate practice. But a lot of my students have never had to think about practicing math, like, “How do you practice for a discrete math course?” And we talk about this a lot like when you’re in a feedback loop and you need tasks to perform and you need space to be able to recover from an unsuccessful task and use feedback and how to use feedback, and now we’re starting to impinge upon my other book called Grading for Growth, which is all about setting up grading and assessment structures in a class that give that process room to breathe, and so where deliberate practice can really take hold. And it’s such an alien concept to a lot of my students that although they appreciate it, they still revert back to old ways of doing things like, “Okay, I’m gonna cram for your test the night before” and stuff like that. So we have a lot of work to do in that regard, for both ourselves as faculty and also students, for sure,

Rebecca: This is like a good note to move on to our final question, which is always: “What’s next?”

Robert: So I was really encouraged by the result of that workshop that I gave at UC Charlotte. I felt like those faculty and administrators and managers, that the whole sort of tier tranche of academia, they really have a lot of needs, and it feels like traditional faculty development programs don’t really hit them where they really want it, like their approach is either overly simplistic, like you get a bunch of life hacks, like, “well, here’s how to turn off the notifications on your phone” or something like that. “Here’s how to do this. Here’s how to set up a folder in Gmail,” which are useful that they don’t strike at the root cause of the overwhelm and burnout that they’re experiencing, or they are on the other end of the spectrum, which are sort of like platitude based, like, “Oh, you just got to be more resilient and practice mindfulness.” If I were sitting in a workshop about resilience and mindfulness, I’d be thinking like, I don’t disagree, but how? What are the practical steps? What are you going to do? So something in between is really needed, and I felt like we, together, found that in between for the two hours we were together. So what’s next for me is I want to keep building out this workshop, and I would love if any of your listeners are interested in doing this, reach out to me on my website, rtalbert.org where I have a speaker form. You can request this workshop, and I’ll be very happy to provide it for you. I’d never talked about email before. It’s like nobody wants to talk about email it feels like, they want to talk about grading, flipped learning, and stuff like that. But email, this is sort of elephant in the room. It’s like nobody mentions that. It’s like some sort of verboten topic. But I feel like it’s a great need. I want to do more of those workshops, or even one-to-one coaching. So reach out, and I’m considering pulling together some of these ideas that have been put onto the Intentional Academia substack into a little ebook, like a little self-published ebook that I might throw up on Amazon for cheap, and so faculty can buy it and use it. I think this is a really important message. It’s not really getting addressed, to my view, sufficiently in higher ed at any level, whether it’s students, faculty or administrators or staff, too, like Student Affair s staff, those folks are absolutely burnt to a crisp right now, and they have it even worse than administrators do. And so that’s a need that I feel like has the potential to be filled. And so that’s exciting for me.

John: When is your second edition of your flipped classroom book coming out.

Robert: Thanks for mentioning that, John. So the second edition of Flipped Learning: a Guide for Higher Education Faculty is currently underway. It’s been 10 years since the first edition came out, and now a lot of stuff has changed in 10 years, and so it’s an interesting time to revisit this topic. I’m currently working on, sort of the non-central chapters, just doing little rewrites of like the preface, chapter one stuff. This fall, I have a sabbatical to add two major additions to the book, one of which will be a number of case study interviews from flipped learning practitioners, following a very successful similar thing that David Clark and I did with the Grading for Growth book. And also I’m going to completely overhaul the research review. Back in 2016 the research on flip learning consisted of 42 papers. That was, yeah, that was the entire corpus of research on Flipboard. Now it’s in the nearly 10,000 papers have been published since that time. And so I have a lot of work to do. That’s going to be in the fall. And hopefully the deadline for the manuscript is August 2026 and I’m shooting to get that done way earlier than that. So hopefully in 2026 you’ll see edition number two with updates about what we know now about flipped learning, what the role of AI is in flipped learning, how COVID changed the idea of flipped learning, and a lot of other interesting things, hopefully, besides.

John: Well, we’re looking forward to that, as well as reading your intentional academia substack.

Robert: Right? IntentionalAcademia.substack.com I probably should have picked a shorter title for it, [LAUGHTER] but that’s what it is that’s correct. IntentionalAcademia.substack.com

Rebecca: Well, it’s always a pleasure, and this is definitely an important topic for all of us to think about.

Robert: Well, thanks again for having me back, and I hope your listeners find this useful.

John: It’s an area that I think we all can use some help with. So, thank you.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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369. The Present Professor

Faculty often have a teaching persona that they bring to the classroom. In this episode, Liz Norell joins us to discuss the benefits of sharing your authentic self with your students. Liz is a political scientist and the Associate Director of Instructional Support at the University of Mississippi Center for Excellence in Teaching and Learning. She is also the author of The Present Professor: Authenticity and Transformational Teaching.

Show Notes

  • Norell, Elizabeth A. (2024). The Present Professor: Authenticity and Transformational Learning. University of Oklahoma Press.
  • Schwartz, Harriet L. 2019. Connected Teaching: Relationship, Power, and Mattering in Higher Education. Sterling, VA: Stylus Publishing.
  • Denial, C. J. (2024). A pedagogy of kindness (Vol. 1). University of Oklahoma Press.
  • Remen, Rachel Naomi (1996). Noetic Sciences Review. Spring.
  • Tulshyan, Ruchika, and Jodi-Ann Burey (2021). “Stop Telling Women They Have Imposter Syndrome.” Harvard Business Review, February 11.
  • Hammond, Z. (2014). Culturally responsive teaching and the brain: Promoting authentic engagement and rigor among culturally and linguistically diverse students. Corwin Press.
  • POD Network
  • The Enneagram Institute

Transcript

Rebecca: Faculty often have a teaching persona that they bring to the classroom. In this episode, we discuss the benefits of sharing your authentic self with your students.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Our guest today is Liz Norell. Liz is a political scientist and the Associate Director of Instructional Support at the University of Mississippi Center for Excellence in Teaching and Learning. She is also the author of The Present Professor: Authenticity and Transformational Teaching. Welcome back, Liz.

Liz: Thank you. I’m excited to be here.

John: Good to talk to you again.

Rebecca: Yeah. Today’s teas are:… Liz, are you having some tea with us today?

Liz: I am having the excellent tea called Vitamin Water Energy. I believe, actually, I was drinking the same thing [LAUGHTER] the last time we spoke, and we decided that it qualified because it’s water with flavor, so like, it’s tea.

Rebecca: Yeah, clearly. [LAUGHTER] What do you have, John?

John: I am having Kyoto Cherry Rose Organic Green Tea, which actually was something that Rebecca purchased, and it’s delicious.

Rebecca: I’m sure it is John. [LAUGHTER] I’m sure it’s really cherry full. The cherry saga continues. [LAUGHTER]

John: In case you didn’t hear the earlier episode, Rebecca liked the scent of the cherry -lavored black and green teas, but did not actually enjoy the taste of them, so it’s become my tea.

Rebecca: And John loves cherry tea.

John: It was a mutually beneficial arrangement. [LAUGHTER]

Liz: Love it when that happens. Yeah, I listened to your most recent episode this morning, and I heard some talk about cherry tea.

Rebecca: The saga continues, for sure.

Liz: Yes.

Rebecca: …from the same tea shop, I have blue sapphire tea.

John: That’s an old standard now.

Rebecca: yeah, well, I discovered it at that same tea shop, and it’s really become one of my favorites, much better than [LAUGHTER] the cherry tea,

John: …which is arguable. But, in any case, we’ve invited you here today to discuss your new book, The Present Professor. The title of the first chapter is, “Why a book about presence?” and that seems like a good way to start this discussion. So. why a book about presence?

Liz: I am so excited to get to talk about this book, because it’s finally starting to trickle out. And this discussion about presence, I think, we see it in a lot of work that other incredible scholars have done. I’m thinking of Harriet Swartz in particular, talks about presence, but to me, the thing that has come to define the way I think about my own teaching practice is how available am I to notice what’s happening with my students in the room? And to do that requires me to kind of turn off the self-monitoring part of my brain or I just run out of cognitive capacity. And so presence to me is that thing that allows us to be with our students, to recognize when they’re struggling, to read their non-verbal communication, to bring some of our awareness to our own mirroring of their body language and those sorts of things. And so I just feel like this book is the next in a nice line of work. And I know you’ve had Cate Denial on talking about her book. I feel like our two books go together really well. Just to think about what can we do as instructors to try to deal with some of our own social needs, by getting comfortable with ourselves, by turning down some of our anxieties and maybe imposter-ish feelings, so that we can direct our attention to the students who are in a learning environment with us

Rebecca: That cues us up nicely for what we were thinking to ask you next, which is that faculty often have teaching personas that differ from the identity that they share in other aspects of their lives. Why might it be important to be a more authentic version of yourself in the classroom?

Liz: I think we all know when someone is putting on kind of a persona. We can sense in ways that we can’t often articulate when someone is being authentic and when they’re not. And if trust is important, as I believe it is, in creating transformational learning, then we have to reduce the opportunities that students have to feel like we’re kind of pretending to be something we’re not. And I like to talk about authenticity as kind of a spectrum, because obviously who I am when I’m in line at the post office getting frustrated is not who I’m going to bring into the classroom. But that doesn’t mean that by obscuring that part of me that I’m not being authentic. It’s really about thinking about the ways that we interact with people in ways that feel nourishing for us, and how can we bring those ways of being into the classroom to the extent that that feels safe? And I think one of the reasons that I like to think of this as a continuum is that not everybody feels safe bringing their more authentic self into the classroom for lots of reasons, depending on what your identity is and the different aspects of that. And so I never want somebody to feel like they have to bring their fully authentic self into the classroom, because that could actually work against your teaching goals. But thinking about ways that we can bring some of our individualism into the classroom in ways that feel trust building and relationship building is really powerful to help students feel like they’re safe to take some experiments with us, to try things, to be themselves as well. And that all just kind of creates this cascade effect where we build trust and community, and learning can really be quite magical then and fun, really fun.

John: When you bring your full self to the classroom, how does that help create an environment for more transformational learning experiences for our students?

Liz: I’m going to be a little pedantic here, John, and just say, like, maybe not your full authentic self, but like more authentic self. And let me just kind of answer that by way of anecdote. So about a week before we’re recording this, I had a friend who was in kind of crisis, and it was really bringing my mood down, and I’m generally pretty hyper in a classroom, because I get very excited about learning. And so just saying to students, like, “I’m having this thing in my personal life, one of my friends is really struggling, and last week we weren’t sure if she was okay, and that’s just kind of on my mind right now, and I wanted you all to know that,” and I could just kind of see the room… like shoulders dropped, and people were thinking about the ways that we lean on each other in moments when we’re not at our best. And so I think that those moments where we can show a little glimmer of something in our life, and I didn’t tell them the whole story, and my friend’s, I won’t do that here. It’s not appropriate. But just letting them know that something is going on in my life gives students permission to not be perfect all the time. And I really, truly believe that when we start to relate to one another as humans in a classroom, that that’s where we feel, as I said before, safe to take risks, safe to explore, be curious, and connect on a human level in a way that just is that magic of learning.

Rebecca: Wait, we don’t have to be perfect all the time?

Liz: I’m sorry, Rebecca, but no, you don’t. In fact, it’s actually better if you’re not.

Rebecca: That was important to hear.

Liz: Yeah.

Rebecca: Alright. [LAUGHTER] One of the things that you argue in your book is that as instructors, we should focus on service rather than helping or fixing. So maybe we can start by defining what you mean by that, and then also, how might this benefit our students and ourselves?

Liz: So this concept came to me by way of Rachel Naomi Remen, who wrote this wonderful piece called “In the Service of Life,” and I read it for the first time when I was… this is a weird tangent… I was at a prison yoga workshop, so a workshop on how to teach yoga to people who are currently justice involved. And it was a really wonderful piece, because we often think about working with vulnerable populations as “I’m here to help.” And what Remen argues in this piece is that when we help, we create a kind of power dynamic, that I am somehow here to make you better, and it’s a fully one-way relationship that the people who are allegedly being helped feel as a kind of condescension or a “I am not your equal.” Remen says, “if we are serving, then we’re both getting something out of it. I’m coming to you as a human. You’re coming to me as a human, and we are working together in the service of making each other better.” And so I like to think of teaching as a service as opposed to a helping, because I get just as much, probably more, out of my interactions with students than I think that they will for me, because I get to see the incredibly diverse lives that our students are living, and see all the different ways that they face and overcome challenges, obstacles, and it’s just so inspiring every single day. And so I really think that thinking about it in this way can be helpful, and it’s not something that I’ve ever seen talked about in education. It’s a subtle language shift, but I think it’s more about the mindset that’s behind it.

Rebecca: The other place that I’ve seen that language, Liz, is in service learning, and when they use the hyphen in the service hyphen learning, and that it’s not used as a charitable work, but rather where the service is used in exchange, where the service partner is a co-educator, and that it goes both ways. So that’s the other space that I’ve seen it in a really similar way that you’re talking about it.

Liz: Yeah.

Rebecca: …and the hyphen is used to kind of indicate this relationship, as opposed to this like charitable model.

Liz: Well, and I’ll just say, in the high-impact practices literature, service learning is a high-impact practice, but the key to service learning being a learning endeavor is the reflection that we do after we engage in the service, and it’s kind of making meaning of what we’ve done. And so I think that that’s similar to the way that I would prefer to teach, which is to engage in some sort of activity and then reflect on it, to build metacognition.

John: Feelings of imposterism, sometimes called imposter syndrome or imposter phenomenon can create barriers to success and belonging for faculty and students alike, but especially those with minoritized identities. How do you think about imposter-like feelings? And how might we reduce feelings of imposterism for both students and faculty?

Liz: One of the key messages of my book, and this emerged as I was writing, I didn’t know this was going to be a theme, is that what’s happening with our students is happening with us and vice versa, and what’s good for us is good for our students and vice versa. So I do see a lot of faculty, especially earlier career, and especially women or non-white faculty, talking about feeling like an imposter. And in my current role, where I’m working with faculty every single day, I hear this all the time, but our students also feel it. And there’s this wonderful piece that I talk about in the book from the Harvard Business Review called “Stop Telling Women they have Imposter Syndrome.” I think that what we have done with this sort of buzz word, instead of thinking of it as, like this narrow, sort of, I don’t want to use the word clinical, because that feels pathological, but like, as opposed to the psychological phenomenon, we’ve sort of taken what is natural and human and turned it into a problem that an individual needs to solve. And so by thinking about imposterism, imposter syndrome, imposter phenomenon, we tell students and faculty, especially those with minoritized identities, that you need to work on yourself. And I just fundamentally don’t think that’s true. I think we’re all good, but the cultures that we have experienced or created or whatever in higher education, don’t really think about it in that way, and I know we’re going to talk about that more in a minute. So I think that when we’re talking about these imposter-like feelings, it’s that we’re seeing a mismatch between our way of being and what we perceive to be the normal way of being in higher education. So, presence work, working to get comfortable with yourself and being more authentic around our colleagues and students, gives permission to our colleagues and students to be themselves and not feel like there is this mismatch, and so that allows people to just kind of show up as their messy, beautiful selves in service of learning in a way that really does allow for greater feelings of belonging. So that’s how I think about it. And I really hope that the message comes loud and clear through this book, that anyone who’s listening, you are not a problem, and you don’t need to be solved. What we want is for you to know yourself, and that’s what this book is trying to do.

John: And as you’re talking about this, and when I was reading this section, I was thinking, when people are talking about imposter syndrome, that by itself, can generate stereotype threat.

Liz: Exactly.

John: …which is, in a sense, saying you don’t belong here, which is exactly the opposite of the message we want to send to people who may already feel that way.

Rebecca: We talked a lot about kind of modeling authenticity by finding your own presence and being present. Is there a role in discussing that with students or to having a conversation? Or is it about modeling it?

Liz: I think that’s going to depend on what feels authentic to each person. It’s really nice when you start talking about being more authentic, because then every answer can be, “Well, what feels authentic to you?” Right? But there’s a joke in that, and there’s a nugget of truth, which is that anything we do in an instructional context or a work context in general, if it doesn’t feel authentic, then you’re going to lose the trust of the people you’re trying to work with. So I am not a person who has a lot of filters. I tend to just overshare with anyone who will listen. When you read the book, you will get that clearly. [LAUGHTER] One of the early readers said, “Are you sure you want to tell all these stories, Liz?” Yes, I do, as a matter of fact. So I talk to my students about why I don’t try to censor what’s coming out of my mouth. I mean, I do, but I want to be authentic with them, and I tell them why, and I tell them why I think that’s important. But I think other people who maybe have a bit more guardrails up, which I think, honestly, is healthy, just modeling it can be really helpful. I mean, honestly, like, if we could all just be maybe, like, 10 or 15% more real with our students, it would make a seismic difference in their experience of higher education. So not everybody has to be like me and just like, tell everyone everything all the time, right? Just a little bit. Just like let a little bit of your humanity shine through. It would dramatically change the student experience on our campuses.

John: In chapter two, you also talk about a number of strategies that instructors can use to help form human connections with students. Could you describe one or two of these ways that you found to be helpful to build those types of connections with students as part of that sharing of your authentic self?

Liz: I draw heavily here on Zaretta Hammond’s work in her book about Culturally Responsive Teaching and the Brain, and she shares trust generators. So I’m just going to share a couple of ways that I have done this with students. One is trying to make yourself human, and one of the things that I’m always very sensitive to, especially this semester… I’m teaching a math class, it’s actually listed as math. It’s a statistics class, even though I’m a political scientist. But I love statistics, and students who come into this class have high levels of anxiety, and they’re afraid that they’re going to fail. And so I tell them stories about times when I tried to do something and didn’t, academically. And those have always felt like very tender to me, because I like being a good student, I want to be someone who succeeds at everything. But seeing someone in an instructional role who can say like, “I did this thing and it didn’t work out, and I had to kind of swerve in a different direction.” I feel like that that builds some trust and creates some community in the classroom. Another one she talks about is just kind of creating more regular connections with students, and that can mean hanging out where they are. So I’m constantly asking students like, “Can we have office hours at the Starbucks on campus, because I really like a coffee, and I know you’d rather be there” or “It’s beautiful right now, can we meet outside this afternoon and work on some practice problems?” So, just kind of becoming more familiar to them by being in the spaces that they are. And I know lots of people who’ve been on this podcast have talked about office hours as being student hours, not in your office. This is just another way of thinking about the same thing.

Rebecca: In chapter three, you focus on minefields and shelters [LAUGHTER] of academic culture. Maybe first, you can identify what those are…

Liz: Yes.

Rebecca: …but then also maybe provide some examples of minefields and how they might be avoided, and also maybe some examples of shelters.

Liz: Two things I want to say before I get into this metaphor. The first one is that I wrote this book mostly during COVID, [LAUGHTER] and secondly, while I was experiencing some really challenging working conditions at a previous job, and I’ve also had several tours through graduate school. And I noticed as I was writing that I have a lot of kind of military metaphors around academia in this book. So like “tours of duty” through graduate school, and so this metaphor of minefields and shelters just kind of emerged from the writing process. And I like to think of it as: “Where are the places in academic culture, and this will vary by person and institution and discipline, but where are the places where you have to kind of walk a little tenderly because you’re not quite sure when you might accidentally step on or say something that’s just going to kind of create this kerfluffle? Right?” So the minefields for me were graduate school where a certain way of showing up was highly, highly incentivized, and that did not look like having a real life, having kids, having a partner, needing to pay your bills, like having the need for sleep. That was not like a valuable currency in that world. And so that’s how I think about minefields, just like these places where you got to be a little careful about your moves. The shelters are the places where you can lay down the armor, take down your guard, and just kind of be yourself. And my favorite shelter to write about was libraries. I think many of us sometimes kind of forget that the library exists. But these are these wonderful places where the people who work there are just like giddy with excitement about creating opportunities for people to be themselves and learn what they want to learn, and they’re also deeply invested in unfettered curiosity information seeking. A core value of librarians of the American Library Association is free access to information, and so I love libraries. Centers for teaching, which is where I work now, is another place that’s often a shelter on campus. The POD Network, many of your listeners will know the POD Network, the professional organization for people who work in centers for teaching. One of our core values, our core ethics, is confidentiality. So when faculty come to us, we don’t share what they’ve talked to us about, who they are. We don’t report out to their bosses that they’ve even shown up. And so the Center for Teaching is often a really nice shelter where you don’t have to worry so much about self monitoring, and these are the places where we can start to do some of this unpacking of our own baggage we may have acquired along the path to our current role in higher ed, and start to think about how we want to actually bring more authentic ways of being and our values into the work we’re doing.

John: That section really connected to me, especially the discussion of graduate school. I was part of a group of 25 graduate students to enter the class, and I was one of two people to finish, and the other person ended up finishing about a decade later. I don’t know quite how he got that extension, but it was a pretty rough experience, especially in the first year. The intent seemed to be weeding people out as extensively and to as great an extent possible. And that’s not a very positive environment to be in.

Liz: If I may. John, I think my single favorite sentence in the book is in that chapter about graduate school, where I talk about how the currency of graduate school, it’s like a firing squad, where your job is to score the kill shot in somebody’s… again, we’ve got the military metaphors… in somebody’s talk. So when you go to a job talk, when somebody comes to do a presentation, when you go to a conference, when you are in a seminar, you’re trying to, like, find that thing that they failed to account for or did wrong, and just like, annihilate the paper. We are trained to be assassins of ideas, and that is not productive to forming authentic relationships, or even just like being a kind person. And so I think we have to look at those things that we learned in graduate school and make a decision about whether we want to continue to hold those relevant and true, or if we want to unlearn them and chart a different way of being.

John: And similarly, your discussion of the faculty workshops, where there were paper presentations, everyone there seemed to be intent on trying to cut down the arguments of the presenters. And when I went on the job market, I very much was looking for a school that did not have that environment. And I wish we could get away from that, more generally.

Liz: When I wrote this book, I was really hoping that people would come to it with an open heart and an open mind, and I have, facetiously, but also kind of honestly, been calling this book sort of like “self help for college professors.” It’s not, it’s not. There’s a lot of research in here. But I also think that in the academy, we’ve done a historically poor job, as you were just mentioning, John, of helping people understand how they can bring their own values into the important scholarly work that we do. And so I really hope that people come to this book and find something, anything, that will help them learn a little bit more about themselves in ways that can inform their teaching in kind of humanistic ways. And there are lots of different entry points to that. And I hope that people will see this book as like a buffet where you can just kind of sample. And if you want to talk about the Enneagram, we could do that. And if you want to talk about yoga, we can do that. And if you want to talk about implicit bias, we can do that. But no matter where you start or where you end, hopefully we’re reflecting on our own experiences and what we hope our students can learn alongside us in their educational path.

Rebecca: And I love the idea of the “alongside us.” And that goes back to your idea of service that you were talking about earlier.

Liz: Yeah.

Rebecca: So we always wrap up by asking, what’s next?

Liz: There are a lot of things that are next, and I don’t know which one will actually be next next, but I can tell you that I’ve been doing a lot of work, as you all know, because I was here last time talking about it, about neuro divergence, and how can we help support students and colleagues and ourselves in more effective communication practices across neuro differences? I also, for reasons that I don’t need to talk about right now, I have recently gotten very interested in questions around coordinated courses and equity. And this is a “me-search,” as Sarah Rose Cavanagh says… it’s not really research, but I’m sort of noodling on that a little bit. I have a couple of chapters that I’ve submitted to an edited volume about coaching in faculty development. So lots of different things, but I’m just always looking for opportunities to have thoughtful conversations about how to be a more humane academic. And even though I just named three very different things, I welcome ideaIs from just about anyone. So I’m the kind of person who… my colleagues sometimes make fun of me… I’ll send an email to anyone and say, “Hey, we should work on something together,” because, as I always say, like people are already ignoring me, so if they ignore an email, then no loss, right? [LAUGHTER] And the status quo prevails. But maybe they might say yes, and so I welcome others to do that in the same way. If there are things that I can be of service on, I welcome that.

Rebecca: Well, thanks for making us all think about being a little more humane.

John: And your book has so many wonderful examples. You’ve got a really rich collection of professional development suggestions, some examples from a wide variety of disciplines of present professors, and many suggestions on how you can become more present. I really enjoyed reading it.

Liz: Thank you. Can we also just talk about how beautiful this cover is?

John: [LAUGHTER] It is a beautiful cover with a nice lighthouse.

Liz: Gosh, when they sent me the proof of it, I started crying, like immediately.

Rebecca: [LAUGHTER] Well, we look forward to sharing this episode and the book.

Liz: Thank you both for the work you do. I always enjoy listening to your episodes, and I appreciate the opportunity to be a return guest.

John: and you will be on again very soon with a podcast that’ll be recorded at the Online Learning Consortium.

Liz: Yes, well, I look forward to seeing you all soon.

John: We’re looking forward to that too.

Rebecca: Definitely.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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365. Learning Students’ Names

Learning students’ names can be a challenging, but important, component of inclusive teaching. In this episode, Michelle Miller joins us to discuss evidence-based strategies for learning students’ names.

Michelle is a Professor of Psychological Sciences and President’s Distinguished Teaching Fellow at Northern Arizona University.  She is the author of Minds Online: Teaching Effectively with Technology, and Remembering and Forgetting in the Age of Technology: Teaching, Learning, and the Science of Memory in a Wired World. Her newest book, A Teacher’s Guide to Learning Students’ Names: Why You Should, Why It’s Hard, How You Can will be released in November from the University of Oklahoma Press. Michelle is also a frequent contributor of articles on teaching and learning in higher education to publications such as The Chronicle of Higher Education.

Show Notes

Transcript

John: Learning students’ names can be a challenging, but important, component of inclusive teaching. In this episode, we explore evidence-based strategies for learning students’ names.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Our guest today is Michelle Miller. Michelle is a Professor of Psychological Sciences and President’s Distinguished Teaching Fellow at Northern Arizona University. She is the author of Minds Online: Teaching Effectively with Technology and Remembering and Forgetting in the Age of Technology: Teaching, Learning, and the Science of Memory in a Wired World. Her newest book, A Teacher’s Guide to Learning Students’ Names: Why You Should, Why It’s Hard, How You Can will be released in November from the University of Oklahoma Press. Michelle is also a frequent contributor of articles on teaching and learning in higher education to publications such as The Chronicle of Higher Education. Welcome back, Michelle.

Michelle: Thanks. It’s great to be here again.

Rebecca: Today’s teas are:… Michelle, are you drinking some tea?

Michelle: I am drinking water.

Rebecca: I think that’s a good way to be spending the afternoon, for sure. How about you, John?

John: I am drinking an oolong tea today.

Rebecca: That sounds nice. John. I just have a standard English breakfast today John.

John: That sounds exciting. [LAUGHTER]

Rebecca: It’s super exciting in my tea cup today. [LAUGHTER]

John: So we’ve invited you here, Michelle, to talk about your newest book on learning names. Pretty much all professional development workshops and activities emphasize the importance of getting to know your students’ names. Why is learning names and the pronunciation of those names such an important part of inclusive teaching practice.

Michelle: Well, this is something that I think, like you all have probably noticed, as well, you do see this advice over and over again, and it’s especially been prominent and some of the latest, really important works that have been so impactful in inclusive teaching. So there are a lot of facets to that, I think, especially in a diverse society, such as we have here in the United States, names are such a core part of our identity, and it can be such a positive and it’s a little sad, but it’s also unexpected for many of our students that instructors will put forth the effort and attend to things like correct pronunciation. Now the dark side of this is not doing so can be very non-inclusive. So without kind of belaboring it too much, there are lots of unfortunate examples out there where a faculty member decided not to try or say, “Ah, I don’t think I can say that” or repeatedly gets the name or something about the person’s identity wrong over the course of the semester. So that’s a very off putting thing to students. And to me, I also think of this more globally as part of a real shift in mindset or attitude about our teaching in higher education, I know what I came up with was this idea that teaching is so just kind of performative, and it’s almost like there’s this plexiglass wall in between you and the students who are out there, maybe in some dark auditorium. And to the extent that I got any teaching training, that’s really what I was trained in many, many years ago. Now it’s great that we’re seeing more of us in higher education really challenging that and saying, “No, this is a two-way street, teaching is about engaging students and treating them as individuals.” And yet, I think some of those old misconceptions do run deep. So as a way of individuating, really making a compelling way to reach out to students and individually creating a sense of belonging, a great demonstration that you know who I am and that you do care about that when you’re going to use my name and use it correctly, and because of the very real risks we’ve seen when people do get names, unfortunately, quite wrong in their teaching.

Rebecca: I know for me that when I see former students or colleagues out and about, I often recognize them, can remember stories or instances in class, can have a great conversation with them, and often cannot remember their name, [LAUGHTER] but certainly can remember all of this other information about them. Why? Why can I remember their name? [LAUGHTER]

Michelle: Why? Right. And John, I don’t know if you can relate to that. [LAUGHTER] I know that I can. And here’s the funny thing, I love being a cognitive psychologist, because we do deal with these weird, paradoxical things. And I’ll just informally observe, having been in this field for three decades or so, that there really is this tendency to think that it’s just you. We like to compare our insides to other people’s outsides and so on. We don’t see all the mistakes and missteps that go on with other people. But this really does play out in the field of memory, and especially in the area of names. So, I like to say, and I think I observe in this new book, this is something that, if you’re a cognitive psychologist, you will eventually have people come up to you and say, “I have to share something. [LAUGHTER] This is so weird, but I have a hard time with names. I don’t know what it is, but I just can’t do it.” And as cognitive psychologists, we kind of go, “Don’t worry, I can actually really reassure you with that, because this is one of the problems that we have a really good handle on.” So I will say that that the book Moon Walking with Einstein that came out a few years back. He’s not a psychologist, but he does a great job of explaining, among a lot of other things in memory, what you’re describing, of like, “Oh my gosh, once it’s the name, why can’t I remember this? But I have this constellation of other memorable facts that I can tap about the person. What’s going on?” And we call this the Baker-baker effect, like Baker with a capital B and baker with a small b. Just going back to this amazing series of studies that were carried out decades ago showing that really, yes, even when you take the same exact word like Baker, if you say, “Oh, here’s Rebecca, and she’s an avid baker,” I’m gonna remember that next week. I might remember that always when I see you, I might say, “Oh, how’s the sourdough coming?” [LAUGHTER] But if I say this is Rebecca Baker, and she likes to crochet in her spare time, all of a sudden, what happens to that word Baker? And without kind of getting too far into the theory of it here on the podcast today, yeah, all of that other knowledge, basically, there’s a lot of redundancy built into that system. One thing triggers another. Like, if I know that somebody is, say, a potter, I can picture them in the studio. I can ask what sorts of things they like to make, say, “Well, where did you learn to do that?” If your name is Potter, that’s very arbitrary, and there’s not a whole lot else we can back it up or support it once you go to retrieve that information. So this set of studies just made incredible waves when it came out. We just were like, “Wow, we actually have a handle on this problem, and it connects to this everyday experience.” So yes, names are uniquely disadvantaged in the process of encoding, storage and retrieval, which means that for most of us, we really do have a difficult time with them.

John: I know a lot of faculty are hesitant about using names because they worry about making mistakes. Is that a very good approach?

Michelle: Well, let me just reassure folks out there that if they’re worried about making mistakes, you’re going to, that will happen. [LAUGHTER] So just right off the bat, that is one of those arenas of life where we have to go, “Yeah, this is just going to mean some awkwardness,” and it might seem easier on the surface, just not to try, say young man in the gray shirt in the third row for the entire semester and figure that’ll all go away, but that does come at a real cost. So professors are worried about making mistakes. In the book, I do give a lot of techniques, of course, to try to get it right the first time, but a lot of this also comes down to getting out ahead of the problem. And again, as part of the process that I lay out, it really does start with forming that habit of, hey, if a name is coming on the scene, if I’m in a social situation, yeah, a lot is going on. If I’m meeting my class for the first time and students are coming up and introducing themselves, there’s a million things going on in my head, but I need to carve out that space and attention to say, Okay, time to really pay attention to this name. And I joke that you’ll mess up. But of course, socially speaking, it’s a lot easier to mess up and get corrected on the first couple of attempts than when it’s already December, the first in the fall semester, and now you’re trying and you’re going back and saying, wait a minute, I’m not sure if I got that. So mistakes can be anticipated. They can be managed. And I really do want to normalize faculty trying, trying anyway.

Rebecca: Are there some particular activities that a faculty member might use in a class to help learn student names and help other students learn each other’s names in class?

Michelle: So fundamentally, I mean, what I like to use to summarize it, it’s maybe not the best mnemonic in the world, but ASAR: attend, say, associate, retrieve. So there’s lots of different ways to take those fundamental aspects of name learning and incorporate them into classrooms. As I was just mentioning, it really does start with attention, like so much in learning, if we’re not immediately alert to and focused on what we’re trying to learn, we’re not going to pick up very much and there’s no tape loop in the head that you can just rewind five minutes back and go, “Oh, yeah, yeah, that’s what she said.” That’s not going to happen. So using students’ names, so saying a name, for lots of psycholinguistic reasons, it’s not enough just to hear the name. And that’s another fallacy that we think that “Oh, she said her name, I’ve got it.” No, you really do need to pronounce it to have the best chance of recall. And association, this is sort of when I always say this, it has parentheses around it, this is sort of the optional step. We learn the little mnemonics like, “Oh, they look like such and such a celebrity with the same name.” And that can work, but it can also be problematic. You don’t have to do that, but definitely retrieving. So that’s part of the saying as well. So say it back immediately. Great comment, Kayla, and then later on, as the individuals walking out, I say, “Have a good weekend, Kayla.” So both of those things, that spaced retrieval, that saying of the name, and immediately having that part switch on, and that habit kick in when she introduces herself for the first time, that can be the basis for a lot of activities. Now I also have a good structured icebreaker that I use, where we go around the room, and I have a way of kind of slowing down the introduction process. There’s a little bit more small talk involved. That gives me time to covertly [LAUGHTER] rehearse, retrieve, and also gives me a nice context to use the names. Then I go back around, and sometimes I can get them all right, and that’s very memorable for students. And I’d like to encourage faculty to think of ways you can use that to then pivot to, say, an early semester or first-day activity. In my research methods class, I might say, “Oh, I actually remembered all your names, or my hypothesis about how I did that. And let’s talk about how to test that.” Look, we’re already designing research in my graduate teaching practicum course. I do it, and then tell them a little bit more about the techniques, and then say, “Okay, let’s introspect about how that made you feel as a student on this first day, versus if I had not done that.” And that gets them in already thinking about the perspective taking that. I think, that is really going to be a good part of their teaching education. Ao lots of different ways, as long as you’ve got those basic building blocks in there.

John: So how could this process scale to larger classes? For those who teach classes that perhaps have hundreds of students in them?

Michelle: And that is an absolutely relevant question, I’ll say, coming from the discipline of psychology, which typically has really high enrollments than others, I can definitely picture faculty saying, “Well, great. This is fabulous if I’m sitting in an eight person seminar, but I teach chemistry, and there’s 200 students out there.” So just kind of arbitrarily saying, well, 75, 100 that’s kind of what I think of when I think big class. This is probably not the place to try a go around the room and I’ll try to memorize everybody’s names at a go. It would just kind of take too long. And I will say that I’ve had a pretty spectacular fail too, and I got a little over my skis and told a class of 70. “I’m going to memorize all your names,” and that was just a bit of overload for me as well. However, there’s some great research out there I reference a lot in the book. Kaitlyn Cooper and colleagues, a fantastic study of name learning and usage in a large stem type foundational course, and there they lean pretty heavily on a technique that I think many of us are familiar with, but maybe haven’t used to its full extent, which is table tents. [LAUGHTER] And I bring in heavy paper card stock, and I dropped a lot of money on some stickers at the Michael’s craft store, just so people can really personalize these, and that makes them more likely to bring them back. And I make it kind of the norm that you’ve got your name and it’s on your desk, and you might think, “Oh, well, that solves the whole issue.” No, you still have to really consciously remember them. And if you’re gonna really go for it, you can be using those tents to, again, kind of mentally rehearse or quiz yourself at any downtime during class. So that research as well, in those large classes, showed that even when less than 100% of the students’ names were actually learned, even a relatively low proportion were learned, that makes an outsized impression on students, so they may have a very positive impression. They may even think that the professor knows their name, when maybe they’re not one of the people who’s known, but it did make a measurable impact. So something is better than nothing. I know as faculty, we don’t always like to go for partial credit or anything less than an A plus, but getting 10%, getting 20%, and maybe upping that percentage with each semester as your skills grow. That’s a really positive trajectory. And in those large classes as well, I try to say, well, the students who I think we all have, who like to come up at the beginning or the end, they’ve got questions. If you’re one of those students, I’m definitely going to know your name. And not exclusively those students, but there too, and this is a big improvement over my very first semesters of teaching, where even those students were hit or miss for me.

Rebecca: So I know that earlier you mentioned some covert rehearsal [LAUGHTER] that you were doing in class. Tell us a little bit more about what you’re doing. What does your process look like in class when you have your classes?

Michelle: Well, I’m definitely using anything that’s what most of us would consider, nice, strong, active learning types of practices. So things like small groups. Well, I’m already circulating, as I think most of us do, to talk to folks, and in that small group too, if I haven’t gotten their name down, I can say, “Oh, and that’s a great point. And what was your name again?” It’s an appropriate area where I can do that, and I’ve got sort of a small, manageable chunk right there. I’ve got maybe three to five students, and maybe when I’m done talking to that one group, like, “oh, okay,” covertly, or maybe I’ll just say, “Okay, let me make sure that I got everybody’s names while I’m over here.” So that’s sort of piggybacking. Classroom assessment techniques… I love to have folks write down a question on the index card at the end of class, and hand it in, for example. And here you go. Here’s a ready made opportunity to look at the card, put the card away, then look up and say, “Oh, thanks, John. Have a great day.” So all those things. Now, I do have a pretty structured icebreaker type of activity as well, as I was kind of referencing. It does involve, what I think is already a very good way of having students introduce each other. This can be too time consuming if it’s more than about 40 people, I find. So students are tasked with groups of two or three. We’re going to go around and introduce not yourself, but your partner. Because if I’m introducing myself, I’m just worrying about what I’m going to say, and then I’m rehashing what I said, instead of paying any attention to anybody else. And so there’s maybe about five minutes where they have a little exchange to get just enough information from their conversation partner to be able to, when their turn comes around, say, “Hey, this is Jean, and she’s a skier, and she’s majoring in sociology.” And then Jean gets to do that for me. And that’s all great, but that gives me just enough time to do that rehearsal where I’m kind of looking around the room, I’m starting at the beginning, okay, whose name was this, whose name was this, and doing that covert rehearsal, and I do some overt rehearsal too, because again, just like with any other small groups, once let’s say a table’s worth of folks have all had their turn. Now’s my time to go around and say, “Thank you so much Jean, thanks so much. Michelle. Hey. Great to hear from you, John,” and so on. So there’s a little bit of overt retrieval and rehearsal, and also that’s how I’m using my few seconds of time [LAUGHTER] in between people and while folks are talking to each other. So yeah, that’s how that can look. And you can either set it up, if you’re really daring, you can say, “I’m going to try to remember everybody’s names.” But here again, you don’t have to do that, even if you just have that introduction. And you think, “Oh, man, I got a little bit lost about midway through the class. I think I maybe only got about two thirds.” Then you don’t go around and try to show off with the whole group. You say, “that was wonderful.” And then you go on to whatever you were going to do. So yeah, that’s how that can look and again, if you’re already doing an icebreaker, you’re already got introductions, why not leverage that to learn names?

John: And while in a large class, you couldn’t do that for the whole class and have everyone introduce themself to the class, one thing that I was just thinking as you said that, is perhaps it could be done where people pair off and then they introduce themselves to another group after that. So at least students get to know the students around them, because in my experience with large classes is that, in general, once students pick a seat that first day, they’re going to be sitting in that same seat for the rest of the semester. So if at least they get to know the people around them, it’s forming a bit of a local community at least. And I think getting them to know each other’s names is kind of helpful, too, in addition to us learning their names,

Michelle: I love that idea of like your little neighborhood, your street, [LAUGHTER] within a larger class and students. I think, would respond to that. It’s a relatable thing, we can kind of laugh about and say, “Yeah, these are your people who you’ll probably be around,” but yeah, here too, they don’t have to memorize 99 names in order to really get a head start on whoever is around them. And that way they can, if they choose to, they can use the names in discussion you’re modeling that. And so I think it takes us in a positive direction.

Rebecca: I know one strategy that I’ve used for pronunciation was to have students record their name slowly… I asked them to do it slowly… and then to provide some sort of way to help with pronunciation. So I provide my own name, and I suggested the way to pronounce my last name with a rhyme with another word, so that people could figure out how to pronounce my name, and then had them do the same thing, and then I could go back to the recordings for the names I was struggling with and that really helped.

Michelle: Yeah, the technology tools are there. And here’s another thing that we can leverage with sometimes not a massive investment of effort, and so that fits into the idea, too, that you have to kind of get it right from the beginning. It’s not the sort of thing where, after the fact, you can go home and fix it. And so new apps and new avenues come along all the time, and I think we do settle on our own favorites and the recording your own name, I think also can help fill in for some of the shortcomings of what are still really useful tools. I mean, there are other tools out there that are databases of the typical pronunciations of names globally. So I’ve leaned on those and found them very helpful. But it always helps to go back to the source, and if the student is pronouncing it themselves, that’s great. So if this can become part of our beginning of semester kind of routine, as it sounds like it has been for you, again, this is going to set us off on a really great path, and will reap benefits for when things get a lot busier later in the semester.

John: You also talk in your book about having students learn pronouns. Is this process for learning pronouns similar or different from the process of learning names?

Michelle: And pretty soon after I got with my editorial team on this book, they made a really compelling case that this was something to cover as well. And I’m being transparent about that, not because I don’t think it’s an important issue, it tremendously is, but again, as the psycholinguistics of memory person, I go, “Oh no, no, that’s a different process,” which in theory, it really, really is. And again, without breaking down the theory in too much detail, here, basically when we use a pronoun that’s the result of sort of an algorithm that our brain is running just really, really quickly. I mean, we’re talking a language production and comprehension operate on a thousandths of a second time frames. It’s incredibly mind blowingly fast, and we’re usually quite accurate at it. So this program is running when you’re putting your sentences together to make sure that all the pieces and parts go together. So instead of retrieving something like “this is Mary Potter” from my long term memory, I’m doing this matching job before that sentence comes out of my vocal track to make sure it all hangs together, verbs and the number agreement and all that, and pronouns are part of that. Now the complication is that those algorithms, which do operate largely out of our conscious awareness and control, they are tapping into long- term memory representations, and in the case of pronouns and gendered pronouns, it’s tapping into my concept of that person’s gender. So it’s not the sort of thing we reflect on every day, but I have to have all of that set up appropriately in my long-term memory. If I don’t have that person’s gender really correctly encoded, whatever that means for me, then those algorithms are going to misfire. That is what’s going to happen. So you’re not set up for failure the way that you are in retrieving proper names. The problems tend to happen at a different point in the process, but the end result is very, very similar. If I’m not correctly gendering an individual in my classes, that is a real affront to their identity, their belonging, and I’m off to a very bad start as far as including them, which is not to say folks who talk about pronouns in other contexts, healthcare and so on, as far as we can tell the available surveys of say, LGBTQ+ youth, there’s some surveys out there and they say trying and correcting yourself is better than just sort of checking out of the whole issue altogether. So you can apologize, you can move on. It’s not the end of the world, but it is a big red flag that something is off about your understanding of that person’s gender identity. So that’s a little bit of what’s going on behind the scenes, challenging, but in a different way, and also something that we can take positive steps to do better, in slightly different ways, but in ways that we can put an effort into it and come up with a better result.

Rebecca: We’ve focused a lot of our conversation around names on verbal communication, but of course, there’s a lot of written communication that we have with students, sometimes in emails, but also we have learning management systems where there’s the ability to do bulk emails, where there’s sometimes the ability to have some personalization and things in those bulk emails as well. I can imagine, maybe, that having some personalization in those bulk emails and things could also be equally as important in creating a sense of inclusion. Can you talk a little bit about that as well?

Michelle: Wow, this is such a good idea. I mean, I’m kind of going, I wish I thought of that before I put the book to press, because that’s another variation on this theme. No, it’s not cognitively the same as standing at a cocktail party and going, “Oh no, what’s this guy’s name?” but that proactive spirit of, I want to make this seem as personal as possible. Now, if it’s done with, say, a bulk emailing program, I mean, here’s the thing, I think that there’s sort of a big group of techniques and usual outcomes that sort of hang together. And it strikes me that this is sort of a part and parcel of that, of these personalization and belongingness interventions that I’ve kind of seen and occasionally tried myself over the years. So I would predict pretty good results with that. I would predict that that is going to be better than an email with no such personalization. And the reasons are because in these other, again, very similar of a piece, kind of interventions where say I send emails saying, “Oh, I noticed your test score improved. Hey, congratulations. And if you need anything, come approach me” or “I noticed that your test score was maybe not all you’d hoped it would be, and here’s some resources.” Students typically report that they know that you didn’t sit down and personally pen that missive to every single person. They know that you did it some kind of batching, or maybe your TA did it, and at the same time they appreciate it. So something does not have to be a handwritten, engraved personal invitation in order to trigger some of those same positive sort of belongingness. So I would say absolutely, and folks out there who might be trying that do some SOTL on it, see what students thought, see what the impacts were, [LAUGHTER] flip a coin and randomly decide. I’d love to read more work on that.

Rebecca: I think the one bummer about some of our LMS’s is that there’s not the ability to insert in a nickname that you know that the student likes to be called, because that would allow us to make those mail merge like things a little more accurate.

Michelle: Right. And I mean, in all serious it’s true. It’s easy to look and say, “Well, I’m teaching in an LMS. There’s a standard picture. Here’s their name.” But yes, we don’t always go by the name that’s with the Registrar and consider the effect on inclusion for a student who’s been repeatedly called one thing when they go by their middle name or a different name altogether. People don’t always look like they’re photographs. So technology is a huge help when we use it to shore up what we’re not good at, but it’s not the answer in and of itself.

John: In terms of names and the connection of names to identity, there’s this thing called a “cocktail party effect” that we talked about actually on an earlier podcast.

Michelle: Yeah.

John: Could you tell us a little bit about the cocktail party effect and why it has that sort of an impact?

Michelle: Oh, gosh, yes. This is one that was discovered so many years ago, and it’s still incredibly relevant in cognitive psychology, we’re still sitting back and going, “Whoa. It’s amazing your brain does this.” So the name itself is kind of a giveaway that it was discovered a long time ago, back when people had things called cocktail parties and got together in person. But really, any time that you’re sitting there and there could be all kinds of background noise, you’re focused on one thing, or maybe your conversation partner, but if your name gets said anywhere in your hearing range, you notice it… which is wild, just sort of on a philosophical level… because it really does mean that we’re processing what we call a pre-attentional level. So there’s like somebody listening in all the time to go, “Oh, hey, is your name mentioned?” And others explain it by saying that your name is at this incredibly low kind of threshold. So it’s sort of on this hair trigger, that it doesn’t need much input to immediately burst through and make it into your conscious awareness. So it absolutely demonstrates the incredible power that your own name acquires. Babies in their first couple months of life, I believe, they start preferentially attending to their own names, and so there is that. You can even duplicate this, as I’ve done in some of my classroom demonstrations, you can duplicate this in vision as well. So it’s also been found that if you’re focused on one area of a visual array, reading one thing or looking for one thing, you filter out everything else. But if I drop your name somewhere on the screen, you’re gonna see it. So yes, your brain treats your name like it’s just gold. It is definitely very, very privileged. And it also shows, I think, the role of attention here. So I’m always banging the drum for attention and the importance for learning and problem solving and just about everything else interesting that we do with our minds and our brains. And so your retentional systems, too, are in on the act going, “Okay, I’m monitoring for this one thing,” so no wonder it makes such a tremendous impact when this faculty member who I just met five minutes ago is actually saying this to me, either in class or on my way out the door. I’m hardwired to notice that, and it’s hardwired to make that impact.

Rebecca: Well, as you know, Michelle, we always wrap up by asking, what’s next?

Michelle: Well, what’s next is I’m completing a much anticipated sabbatical year, which I’m very, very grateful for having, and what am I going to be working on next? I currently have another book length project out there. I’m a little coy about saying a lot about it, since it’s still at that early stage, but I will say that it’s about attention, and perhaps a little bit of a broader audience that I’ve written for in the past. So stay tuned. Seems like every week somebody publishes a book about attention, but this one has been a long time in the making, and I think I do have a unique perspective, which I think will appeal to perhaps a lot of folks who listen to this podcast. So I’ve got that… running a few other research studies on everything from flash cards to metacognition, and as we do on sabbatical, hoping to get a few of those wrapped up and out the door.

Rebecca: Well, I know we’ll be paying attention, [LAUGHTER] Michelle.

John: Yes, we will focus our attention, and we’re hoping to talk to you about this new project whenever you’re ready to discuss it.

Michelle: Ah, thanks so much.

Rebecca: Thanks, Michelle,

John: Thank you. Michelle, it’s great talking to you always.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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358. Essentials of the New Science of Learning

Most freshman students enter college with little knowledge of evidence-based strategies for successfully navigating the college experience. In this episode, Todd Zakrajsek joins us to discuss a variety of approaches that students can use to more efficiently achieve their learning goals. Todd is an Associate Research Professor and Associate Director of a Faculty Development Fellowship at the University of North Carolina at Chapel Hill. He is also the Director of four Lilly conferences on evidence-based teaching and learning. Todd is the author of many superb books, and has published six books (so far) in the past five years. His most recent book is Essentials of the New Science of Learning.

Show Notes

Transcript

John: Most freshman students enter college with little knowledge of evidence-based strategies for successfully navigating the college experience. In this episode, we explore a variety of approaches that students can use to more efficiently achieve their learning goals.

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John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

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John: Our guest today is Todd Zakrajsek. Todd is an Associate Research Professor and Associate Director of a Faculty Development Fellowship at the University of North Carolina at Chapel Hill. He is also the Director of four Lilly conferences on evidence-based teaching and learning. Todd is the author of many superb books, and has published six books (so far) in the past five years. His most recent book is Essentials of the New Science of Learning. Welcome back, Todd.

Todd: Well, thank you. It’s great to be back.

Rebecca: Today’s teas are: Todd, what do you got today?

Todd: Oh, today I have a white ginger pear.

Rebecca: Nice.

John: Very nice. And I am drinking something similar, a ginger peach green tea.

Rebecca: Nice. I’ve got Cardamon Cinnamon.

John: Nice.

John: We were just talking to you a few months ago about your last most recent book, but we’ve invited you here today to discuss your newest most recent book of the year. Can you tell us a little bit about the origin story of The Essentials of the New Science of Learning: The Power of Learning in Harmony with Your Brain.

Todd: When I worked on The New Science of Learning: Learning in Harmony with Your Brain, that book, its third edition has gotten up to be about 265 pages, and the book was actually written for students. It is still for students, but when it started, the whole concept of this book is it would be used as kind of an ancillary text in a class. And a friend of mine out in California used it in a community college in a developmental math class, and they found, actually, when they used the book in the class, that the attrition rate went down. And for developmental math, that’s a very important concept. In fact, the students who did pass for the next semester, the students who had learned about the science of learning, that attrition rate was even further down. So it’s helped out a lot. The problem is, once it gets up to 265 pages, you can’t use it as kind of an ancillary book. You know, “Read this chapter, it’ll take you 10 minutes.” The New Science of Learning is built more to be like a primary book for a first-year seminar course. So this book, being The Essentials, allowed me to come back and add some new things about AI and a few other things. Is kind of a streamlined version of that that can be used in a class, so that you could say to your students, for instance, “Hey, on Wednesday, make sure you read the chapter on sleep,” and then you talk about the content. When Wednesday comes along, you spend five minutes talking about sleep, what did you learn? And then you move on with the content. And that’s how you can infuse it in the class.

Rebecca: Why isn’t this material taught to students earlier in their education process.

Todd: Aaaah… this is a question that we’ve talked about before with other kinds of science of learning things. It’s frustrating. I take the breath because it’s frustrating. It’s funny, across country, if you ask students two questions: “do you like to learn?” and “do you like school?” you tend to find that the students will say yes to both those questions until they hit right about third grade. In third grade, we start picking up some of the testing and really focusing more on content, and at that point, we start telling students, you need to learn these things, but we don’t tell them how. There just is this assumption that because people are learners, that they can learn it. But learning out of a book is very artificial in terms of how we evolved. So the concept is students should be taught that, and I really believe they should be taught that starting in about third grade. And could you imagine a student that comes into college that has spent eight or nine years learning how to learn along with the content that they have? I think it would be amazing, but typically not done, so it should really be done as soon as they get to college and as quickly as possible. And it doesn’t matter who I talk to. I have talked to students from all kinds of disciplines. I’ve talked to students in medical schools, nursing programs, a lot of the health professions, they do a ton of content really fast. I’ve talked to students in philosophy and history and psychology, and almost invariably, people will come up afterwards and say, “Why doesn’t anybody teach us this stuff?” And so the students see value in it too. We get focused on content, and we don’t tend to do it.

Rebecca: It’s interesting, Todd, that you’re saying that there’s a wide range of people that are hungry for this information because before we were recording, I was doing graduate student orientation. I was talking to a couple of MBA students who had been out in the field, into their career 10 years, coming back to school, and I had embedded some of this kind of information in their online orientation. They said, “Oh yeah, I watched this TED talk that you had included [LAUGHTER] about the science of learning, and it was really great. It was so interesting.” And I had included that study from Michelle Miller.

Todd: Oh, yeah.

Rebecca: And he had read it, and it was fascinating. He’s like, “I was so surprised that I didn’t know some of this stuff.” So we’re talking about it at lunch today, and they were all talking about, “Yeah, that was really interesting. I’m so glad you included that.” But it just goes to show that it doesn’t really matter who our learners are. They’re really hungry for this information, and it’s really valuable to them.

Todd: Yeah, I will say quickly, in terms of the book that a lot of this is drawn from, which is The New Science of Learning, the full version of it that I have at the end is, if you find this valuable, or if you’d like to just ask other questions, I put my email address in there and just send me an email. And I got an email like, three weeks ago from a student who’s going into a health professions field, and he’s going in as a post grad. I mean, he’s going in as a master’s student, and they’re all required to read that book coming into the class, so it’s at any level. In fact, faculty find a lot of the stuff new and interesting to them, so we should teach it to everybody. Somebody should write a book about it.

Rebecca: Huh.

John: And fortunately, you have.

Todd: Hey, [LAUGHTER] me and a couple other people have too.[LAUGHTER]

John: So you mostly focus on effective learning strategies and how students can use the time more efficiently in learning. You also provide a lot of other advice to students about challenges that might arise for different students or students in different categories. Could you talk a little bit about some of the other advice you provide in addition to those directly related to learning?

Todd: Yeah, there’s a lot of other things that I think are really important. There’s a chapter on how we learn and a chapter on how we remember things, which learning and memory are separate, and those talk about the structures and the way we do that, but there’s so many other things that come into play, and a lot of things from social psychology. Everybody talks about cognitive neuroscience and cognitive psychology, but if a person understands exactly how to learn. If you’re really, really frustrated at the time you’re trying to learn, it doesn’t matter the actual cognitive structures, because the social part of it just wipes that out. And so things like microaggressions, how we perceive other people and how we interact with other people, has a huge impact on learning. Stereotype threat, whenever we get in a situation, if we’ve got a person who is a minority within a class. So it could be a male in a nursing program with mostly women. It could be in some discipline that has mostly men with a woman. It could be a student from an underrepresented group. When there’s an individual there that doesn’t typically come into the play, they’re under this pressure all the time that if they do poorly, then it reflects on “Well, maybe men can’t do nursing,” and so there’s extra pressure on them, and they tend to struggle with that. And things like imposter syndrome, almost everybody I’ve talked to at some point or another says that I don’t feel like I really belong, or I don’t feel like I know as much as other people think I know. And so those types of things, along with goal setting and dealing with or helping people who are working. I mean, what happens when you’re trying to work? Huge proportion of our students now work part time, but there’s a large portion also that work full time in addition to being full-time students. So a lot of those things can be drawn into this whole concept, and all those things are in the book.

Rebecca: One of the topics that you discuss is managing cognitive load. Can you talk about some of the recommendations you make related to this?

Todd: Yeah, cognitive load is one of the foundational things. And if you’re a listener and do not understand what cognitive load is, one of the best things you can do is get up to speed on that a little bit. A place to start, I always say, is Wikipedia. And if there was a motto that I would throw in there, it would be Wikipedia, great place to start, and a hideous place to finish. And I just want to point that out there, because there’s some stuff you can get pretty quickly. But here’s the thing with cognitive load, is it basically boils down to there’s only so much information your brain can process at any given time. And if you try to do too much, then it pretty much shuts down enough in one area so that it can process a different area. Be a little bit like if you’re putting together an IKEA bookshelf for the very first time, and your significant other comes into the room and says, “Hey, where do you want to have lunch?” And you may very well say, “Not right now,” and your brain’s just full with all of these parts and how things are supposed to fit together. Once you put 10, 15 IKEA bookcases together, you could carry on a conversation with somebody else while you’re doing it. And that’s an all cognitive load issue. The first time you do something, it is taxing, and it takes extra energy for your brain to sort out all the pieces. But the more you do something, the easier it becomes. And this is why, as an expert, you have to be careful. Because as an expert, I might say to my students, read this article, this 10-page article, and I might read that 10-page article very, very quickly, because I’ve read this kind of stuff over and over and over again, but the novice is going to take way more time because it’s their first time doing it. So we can talk to students about the fact that this is going to be hard when you start, and then as you do it, more and more, it’ll be easier, and that’s a cognitive load issue. As you actually work on things as combinations, as things come together, you build what are called schemas, and those are like scripts that all come together, and as you activate a whole schema, then that’s just there. If I go golfing, I don’t have to think about every little piece of that. Or if I’m driving, I don’t have to think about how hard I turn the wheel and turning on a turn signal and everything else. I have a schema for being in a car and the types of things you do. So as we practice and go through these things, that’s the cognitive load issue. There’s going to be heavy cognitive load, which we have to be cognizant of, and then, as we do it, it becomes easier. And then there’s another piece to this. Is if there’s things in your environment that don’t help you to learn, but they take up cognitive energy, so a conversation by people on the other side of the room, pretty much everybody in here listening this has probably, at some point been reading something, and people are talking, and you either say, “Excuse me, could you quit talking?” Or you pack up and go someplace else. If you’re reading a hard article, that will happen. If you’re reading something like a novel, people can be all over the room talking, and you don’t care. That’s a cognitive load issue. Hard article, high cognitive load, an easy thing, lower cognitive load. This is one I will jump in there and say, too, this is an area that AI has me very concerned. Because as you start anything, you start at the foundational level, and it’s challenging, but as you work with it over and over again, it becomes less and less challenging, then you can move up to more complex things. If AI is doing the simple foundational stuff for us, then we don’t develop that base that allows us to kind of automatically process something, so that we can move to a higher, more complicated thing and then practice that and go to a higher, more complicated thing. If AI is doing a chunk of it, we don’t ever develop the base of it. And so I’m concerned with respect to cognitive load development and how AI might come into play with that, but that’s the two-minute version of a topic that we spend two or three class periods on [LAUGHTER] in a course in psychology.

John: One of the many other topics you address in this book is metacognition. Why is developing metacognition so important? And what are some strategies that students can use to increase their metacognition?

Todd: Yeah, cognitive load is huge. Metacognition is right in there next to it. And metacognition basically boils down to knowing how much you know, knowing how much you’re thinking about something. It’s the process of thinking about the process, and we often don’t do that. It’s actually kind of fascinating when you chat with people, is they’ll engage in a behavior and not think anything about what they’re doing. So we fall into patterns. And so I’ve had students for years that will come in and say, “You know, Dr Z, I’ve read the chapter like four times and I’m still struggling.” And I’ll say, “Well, why did you read it four times?” It’s like, “Well, I need to to learn it.” “Isn’t there any other way you could learn it?” And as I’m asking these questions, I’m trying to bring up a metacognitive concept of let’s reflect on your learning process. If you’re struggling with the material when you read it, it may very well be that two, or three, four more times… In fact, research has shown that you’re probably not going to learn anymore, because if you’re not paying attention to your cognitive functioning, you may very well be reading while you’re daydreaming about something else. And the reason I mention that is that that is not being aware of your processing of information. So again, something that all of us have done, you finish reading a chapter of a book, or you finish reading an article, and just as you get to the end of it, it’s like, “Oh, my word,the entire time I was thinking about bacon or lunch of some kind.” And if that’s the case, you’ve just wasted that time. So for metacognition, it’s kind of thinking about how you’re studying, evaluating it, to what extent are you successful When you sit down and study for an hour, and if you quiz yourself, do you know more or don’t you? So practicing with that, thinking about while you’re studying, what’s going well and what’s not going well. If you’re frustrated in your surroundings and you’re having trouble processing, then you can make changes. If you don’t think about it, you can’t and then also thinking back. So after I take a test or after I study, I can think what went well and what didn’t go well. And that’s all kind of metacognitive things that, because of the way we live, we just don’t tend to do them. And so you know people who will repeat the same pattern over and over and over again, and we use phrases like, “You’ve done this four times, it’s always failed. What were you thinking?” And when we say “What were you thinking?” we’re actually asking a person, to what extent are you engaging in metacognition. But quite frankly, the “What were you thinking?” it’s such an automatic statement that it really doesn’t pertain to thinking.

Rebecca: Feel like a next interesting leap might be to talk about the myth of learning styles, which is something that people often cycle through and say often as well, like, “I’m a visual learner, and this isn’t in a visual style, so I can’t possibly learn it.” And this is something that you address in your book as well.

Todd: Yeah, I think foundationally, first of all, for anybody listening, I’m pretty sure you probably know about learning styles, but if you don’t, there’s a whole concept out there by Neil Fleming came up with this in terms of the learning styles index. And essentially, you take 13,14 quiz questions and you answer these questions, and based on how you answer them, you’re categorized as typically, either a visual learner, an auditory learner, or a kinesthetic learner. A couple of foundational things. Number one, anytime there’s some kind of a test that you can take on Facebook or online or in a quiz book or someplace or even somebody reading 13 items to you, and that’s supposed to tell you how you function as a human being. We’re way more complex than that. Psychologists will ask hundreds of questions to come up with a response that says based on the hundreds of questions that we have, all these validated questions, we believe you will tend to do this. Now, think about that for a second. That’s after a whole battery of tests. They’re saying we think you tend to do this, which has got a lot of hedging in it, which is different than 13 items, “Oh, you’re a visual learner.” So keep in mind that it doesn’t work that way. Number two is that there’s nobody who scores like every item is all on visual or every item is on kinesthetic. If you tend to answer, let’s just say 40% of your answers are on visual learning, and 30% are on auditory learning and 30% are on kinesthetic learning, you’d get categorized as a visual learner because that had the highest percentage. But really it’s a 40-30-30. Why wouldn’t you be categorized as all three? But boxes are easier to deal with, so the learning styles has lots of concepts behind it. Research will also indicate or show you pretty quickly if you read through this stuff, it’s just not how learning works. I would just love to say this, because I don’t want to just say learning styles isn’t good. Here’s the concept Is basically the best way to learn is to practice with the material in a way in which you want to retrieve it. If you want to actually dance, the best way to learn is kinesthetically, by dancing. You might get some auditory or visual information of here’s what the pose looks like, but by and large, you’re going to want to dance. If you’re going to want to be able to recognize certain kind of prints from Monet versus Manet or somebody else in painting, then probably the best thing to do is look at a lot of paintings. Visual would make sense there. Semantic learning, if you want to remember something, you’re probably going to want to read it or hear about it, and so you want to practice it in the way you’re going to retrieve it. The reason people love this concept of learning styles is people love to take quizzes that put them into boxes. I don’t get this, but people take quizzes all the time. Here’s 10 ways to determine what kind of a spouse you are, or five things you can do to figure out what kind of parent you are. We love to do those. And the problem is that learning styles comes along and people think that’s how I learn. And based on what you said at the beginning, Rebecca, when a student says, “You don’t use many images and I’m a visual learner, therefore I can’t learn from you,” they won’t learn from you. But they won’t learn from you because they’re a visual learner, they won’t learn from you because in their head they’re thinking, I can’t learn from you. And when your brain is processing, “I can’t learn this. I can’t learn this. I can’t learn this.” there is so much cognitive load dealing with the fact you can’t learn it there’s no room for learning. So if you think of yourself as a visual learner, I would say, just think about it in terms of you like to use visual things to help you to learn, but there’s a lot of other ways that you can learn as well.

John: Going back to an earlier location in your book, one of the things you talk about as a suggestion for students is that they avoid dichotomous thinking, and you also add in a discussion in the essentials book of generative AI. So this is kind of a mashup of those two concepts. But will the use of generative AI be helpful or harmful for student learning?

Todd: Yes, [LAUGHTER] yeah, the dichotomous thinking, I will say, just to address that very quickly, is that whole concept is that it’s the weakest kind of thinking. It’s basically you put somebody in a box and you don’t have to deal with them anymore, because this is them. That person’s a very aggressive individual. Everything gets interpreted as aggressive because that’s who they are. We don’t stop and think about on a given day, maybe a lot of bad things have happened; on a different day, maybe good things happen. So maybe they tend to be more aggressive, but they’re not just yes/no, you are/you’re not. So AI… people have asked multiple times, is this terrible or is this good? I tell you, everything has nuances. So the bad side, I do think AI is going to be really tricky for us, because humans, in fact, all organisms, will take the easiest route we can. In many respects, we should. If we are going to work and it’s five miles away and there’s a car in the driveway, taking the car makes a lot of sense. So I should take the easy way. However, there’s going to be times when I’m going to want to be physiologically in good shape. I might need to run. I might want to walk up a flight of stairs. I might just want to live for a while, in which case I should work on helping my heart to be better. And the human body is fantastic, and the more you push something, the more it will develop. And so I love to ask students, for instance, I’ll say, “Anybody in here run or jog?” And a whole bunch of hands will go up, and I’ll say, “Why? You got cars. You should just take a car.” And somebody will say, “Well, yeah, but I want to be healthier.” I’ll say, “Perfect. Let’s talk AI for a minute.” For AI, if we let the AI do all the things for us, then we don’t develop those things. And so if I’m taking a poetry class and I just keep having AI write the poems, write the poems, write the poems. It can do it. I can edit them, but I’m not going to learn how to write and how to express myself. And so the issue we’re going to have is, if we don’t learn how to do those things, especially at the beginning level, kind of the cognitive load thing, we’re not going to be able to do them when it’s more complicated. So I think we have to be very careful of that. And for faculty, I think we have to be very careful about focusing on things like academic misconduct. Yes, there are students who will use AI to cheat, but students didn’t start cheating because AI came along. Based on the culture in your classroom, the rapport you have with your students will make a huge difference in the extent to which students will engage in academically honest behaviors. So anyway, those types of things, we’ll watch out for. The good side, there are so many things that this is going to be able to use for good. For instance, we know from study after study after study that the more you practice at something, the better you become. And we have said, I have said for years too, the best way to learn anything is to teach it to somebody else, if you don’t have a family member or a roommate, that you can teach it to, then teach it to a dog, teach it to a sofa, just teach it. And the concept there is, the more you explain something, the better you get at it. AI is beautiful for this, because it can work with you. Actually, I tried something recently I thought was so much fun. I told AI, and the scenario in my head was, I’m a student in a psychology class, and I just learned the routes of persuasion by Cialdini, and now I have to remember how this persuasion all works. Well, one of the best ways to do that is to practice with it. And so I fired up ChatGPT and the prompt I gave it was, “Hey, how about if we do a role play? I’m going to be a car salesman, and you’re going to be in the market to buy a car. You do have enough money, you could buy today, but you want to be a little cautious, because you want to get input from your family, and you want to make sure you get a good value and get the kind of car you want. So overall, if I really can sell you, you’ll buy, but otherwise you’re going to wait. What do you think?” And then ChatGPT typed out, “This sounds like fun. Can you show me some vans?” And so then I said, “This is a van,” and I started to sell it. Now, the reason I’m mentioning this is that I could use all my different persuasion techniques that I learned, and ChatGPT kept asking me questions back. So I’d say this van has something about scarcity. Here’s a good one for scarcity. It’s one of the principles to persuade people. I said, “Whis is the last van on the lot. And so ChatGPT said, “Oh, that’s unfortunate, because I’m really interested in the van. Is there a possibility of getting another one if this one sells before I actually sign the paper?” And now what ChatGPT has just done is to see if they could reduce that concept of basically a quantity issue of scarcity. If this is the only van, a human would basically say, “Oh no, it’s the only van. I better get it before somebody else does,” so with ChaGPT, it says, “Can you get another one from a different lot?” And if I said, “Yep”, then the scarcity goes down a little bit. So then I have to think, “Oh, how can I bring scarcity back in a different way? It’s on sale, but the sale is going to end at the end of this week, so we’re going to have to make a decision fast… that scarcity in a sense of we don’t have much time. And so the point is that I role played with ChatGPT for about 20 minutes on these principles of persuasion. We’ll be able to do that. We’ll be able to do simulations. We’ll be able to do repetition. I can say to ChatGPT, and I’ve done this one. “Give me 10 multiple choice questions about metacognition for a student in a second-year college course, and the course is on the basics of cognition.” The better prompts you lay out there, the better it will do. It asked me multiple choice questions. And the last one I’ll mention for this, because there’s so many different ways you could do it, I actually gave it a definition of metacognition. I wrote out kind of what it is, and then I just put it in ChatGPT, and I said, if I answered a question of “What is metacognition?” with this response, and I was a senior in a cognitive psych course, because it’s different from being a first-year student, but it’s going to give you feedback: “If I’m a senior in a cognitive psych course, what grade would I get?” And I purposely made it bad, and it said you would get an “F” on this. And then I said, “Why?” And it explained a couple reasons why. And then I rewrote it, one of the best responses I could possibly dream up. And then ChatGPT said, “this is a good solid A minus.” And I said, “Why is this an A minus?” And it pointed out that I hadn’t done very much on the reflective component. And I thought, “hmm, alright, I did miss that piece.” And so when I can practice quiz questions like that, I can have it ask me multiple choice questions. And much like Khan Academy, when Sal Khan came up with Khan Academy, he said, one of the things that students love about this is you can go and watch the same video four or five times, and it doesn’t get frustrated with you. ChatGPT, you can struggle with learning a concept, it’s never going to get frustrated with you because you’re struggling. Whereas a human might say, in their head, it’s like, “Oh my word. You should have gotten this by now.” So I know that was a very long answer. It’s a huge, huge issue in education right now, but we can’t be focused on the academic misconduct side of it. We really need to be focusing on how can we use it to instill deeper learning?

Rebecca: That’s a nice transition to one of the other topics that you have in your book, which is maybe something that faculty might be interested in knowing is in your book, [LAUGHTER] which is that you advise students to spend two hours outside of class for every hour they spent in class, which is definitely an expectation, I think, that many faculty have, but it’s not always conveyed to students. I know I mention it to students, [LAUGHTER] but can you talk a little bit about that?

Todd: Yeah, so I put it in there, and it was funny because it was a section I put in the book, and one of the reviewers looked at it and said, “Why did you put this in here? And then it was funny because the editor was reading the book and said, “I love the fact that you put the breakdown in there about how much you should study and how much time you should commit, because people don’t normally know this stuff.” And so I put it in there because I think people struggle with this, and for students to understand, if it’s a course that requires extra work and things, if it’s a three-credit hour course, you’re expected to do two hours outside for every hour inside. This is the way the system was built up. So a three-credit hour class is going to take you about nine hours a week. The three hours in class, then the two-to-one ratio will give you six hours outside of class. This is why, if you take 12 to 13 credit hours, or 13 to 14 credit hours, it’s considered full time, because 13 credit hours would put you up around 39 hours total, when you put all the hours together, and that’s a full-time deal. And by the way, just so I don’t forget this, or I put it off to the side, if it’s an activity course, something you wouldn’t do anything outside, that’s why a one-credit hour class might meet for three hours, like a jogging class or something, racquetball class, because there’s not outside work. The two-to-one ratio kind of thing, all of that’s done in class. So that kind of gives you a sense of how much you should be studying. Here’s the tricky spot, nobody does it. I shouldn’t say nobody, very few people do it. The reason is that a lot of students can get by with studying less than two hours outside for every hour inside class. And when students will say they don’t need to, or faculty will say they don’t do it, and people focus on the fact that, “Well, you know, students don’t really have to spend that much time.” I love to respond with, oh, so they all are getting 100% on their quizzes and tests and perfect papers, right? And to that, we say, “Well, not really.” System’s set up that you expect a lot of B’s and C’s and D’s. Well, what if you spent two hours outside for every hour inside? It would be a very different thing. But the problem again, is, “Whew, if students are not spending the two hours outside for every hour inside, and then you are, then it seemed like you’re taking more time, and you feel like, why am I spending all this time when they’re not?” And so we look to other people, and unfortunately, we don’t do that. But I can tell you, for students, if you do actually sit down and study for two hours outside of class, for every hour inside class, and do it before the class period. When you walk in, you already know material there. You understand the foundation of it. And if the instructor is doing a good job, they’re pushing you and showing you connections and everything, you can process that because you have the material. If you walk into class after skimming a Chapter, you don’t have the foundational material to make the classroom more effective for a learning situation.

John: I was really happy to see that advice there, because I tell students the same thing, and they always seem really, really surprised. Or in an online class if you tell them they should expect to spend nine hours there, there’s often an even larger surprise, because they think it’ll take as much time as what they spend in high school, which is often zero outside of class and with an online class, zero doesn’t work very well, especially. So I’m glad you included that. But one of the other things you include in your book in terms of advice to students is you talk about various fallacies, and one of those is a sunk cost fallacy, which is something that we talk about quite a bit in economics, especially behavioral economists. So could you talk a little bit about this fallacy and how it might affect students?

Todd: Yeah, sunk cost is something that I always covered in psychology, because I love the concept, psychological concept. It’s really important a sunk cost basically just simply means, how much energy or resources have you put into a course of action. That’s basically it. How much have you sunk into this thing? The problem is for humans, is we overestimate the value of that. If you’ve worked on a paper for six hours and it turns out you’re heading in the wrong direction, best thing you can do is pitch the paper and just start over. But people say, “Well, wait a minute, I’ve put six hours in on this. I must be able to salvage something of it.” And I watched a woman on television years ago, and I think it was Ukrainian eggs. It was when they hollow out the eggs, you get the insides out, and you cut half of it away, so you’re dealing with, like a little half of a shell. And they do these beautiful, intricate things inside the shell. And she pointed out, she said, “If you ever drop one of those, the best thing you can do is stomp on it,” because if you drop it and it cracks, you try to fix it, and you spend so much time trying to fix it, because the sunk cost is, “I’ve already put hours into this,” then you waste a lot of time trying to fix it, your better bet is just to throw it away and start over.” And that’s why she said stomp on it, so you’re not tempted to do that. So in your work, we’ll do this all the time. We try things, and we get all this investment… we might be in a class that’s just we’re flunking the class, and this is always hard, and you always want to always talk to an advisor if any students are listening, or tell your students always talk to an advisor before you ever drop a class, because it can have ramifications, especially if it drops you down to part-time status. But if you are going to flunk class, the best thing you can do is just stop working in that class. Take the F if you’re past the drop period, and just focus your energy somewhere else. And students will often say, “but yeah, but I’ve already put so much time in this.” And when I was teaching intro psychology, this is a particular one is students would come in with like, 50% average and come into the final, and I’d say, it doesn’t matter, you’d need a 98% to get a passing grade. You’re going to get an F. And the students say, “Well, yeah, but I put so much energy this I’m going to try” and I’ll say “If you’ve averaged 50, you’re not going to score above an A plus. It’s just not going to work. Take your time and study for your other classes and then come back and take this class next semester.” So we do this a lot. We have people who will stay in relationships because they’ve been in relationships for a while. So it’s like, I’m gonna hang in there when, you know, maybe it’s the end of the relationship. We’ll have people that put so much money into a car they’re gonna keep driving it. It might come to a point you just need to get rid of the car. So sometimes we’ll chase a course of action because we put so much money into it. The one thing I do want to point out, though, that’s important, is that sometimes sunk cost is very helpful. So if we’re in a job, for instance, that we’ve been in for five years, and we run into a really rough spot, we might say, “Well, I’ve been working pretty hard. I’m working my way up in this. I’ve got a lot invested. I’m going to stick this out.” A relationship’s another good example. Relationships do have rough times. And if you have been dating someone or married to somebody for a period of time, then it’s like, “I’m going to get through this because I have so much invested.” So a sunk cost can help you if down the road, it’s a good thing to stay in, but you’d be tempted to leave. College is a good example. I mean, junior year, a lot of people would quit, but it’s like, “I’ve already got three years in, I’m going to finish.” But at other times, we’ve got so much in, and it’s time to cut it loose. And this is the part where I love to tell people, when I was an undergraduate, I was a criminal justice major at first, and then I switched over and double majored with psychology, and then I ended up with a psych major and a criminal justice minor and a sociology minor, and I am one class short of having a bachelor’s degree in criminal justice. And every time I tell that, there are people in the group that says “You should just take that class,” and I’d say, “Why?” And they say, “Well, because you’re one class short, you’ve got all that invested.” And to that, I get to say, “At my age, I’m getting close to retirement age. I’m never going to work as a police officer. I don’t even think those credits would count. But even so, what I did is I got to a point where I thought, is it worth it for me to spend a semester to finish this when I don’t believe it’s anything I will ever do. I worked with a police department for a short period of time. At the end, decided I just didn’t want to go that route. There’s no reason to finish that.” But even listening today, if I tell you, in an entire bachelor’s degree, I just need one more three-credit hour class, the inclinations to say, “Well, you should take it.” That’s a sunk cost.

Rebecca: As I’ve been listening to you talk today and thinking about the things in your book, and I was also thinking about a lot of the things that some of our faculty panelists said at our graduate orientation, I was very happy that a lot of those things aligned. That’s always good. And one of the things that came up actually at orientation was the recommendation from one of our panelists to really think about some wellness things like sleep and exercise. And that’s something that came up and eating well, which is something that is in your book. Can you talk a little bit about some of the benefits of having adequate sleep and engaging in exercise that you talk about in your book?

Todd: Yeah, it’s funny, because when I’m talking to students, especially, if there’s quite a bit of material, there’s invariably somebody will say: “So if there’s just one thing I should really work on, we’ve talked about the testing effect, practicing over and over and quizzing yourself. We’ve talked about things like interleaving, where you mix materials together, or spaced learning, where you space it out. And for memories, is to practice over and over types of things, and to say, “Which one should I really focus on?” I said “sleep.” The best thing you can do to be better at learning is to make sure you have a good chunk of sleep. Not only as a restful person, do you process information faster, but while you’re sleeping, you actually consolidate memories. You could study all day long, all through the night. Take a quiz, and you’ve all done this at some point, do okay on the quiz, because that’s right during the learning period, come back a week later, or final exam, for sure, and it’s like none of it’s there. Well, it’s because after you learned it, you never slept, which allows your brain to consolidate it. We actually now know that different stages of sleep will consolidate certain semantic like meaningful things. A different stage of sleep will solidify and consolidate repetition, like movement, so the kinesthetic things. So the physiology of what your brain does is really important. By the way. I was just reading something the other day too. I can’t cite it here, because I didn’t know I’d be talking about it, but it talked about the correlation between low levels of sleep and later cognitive decline, because while you sleep, the brain kind of flushes out all of the toxins, so to speak, and all the stuff it doesn’t need. It consolidates the stuff that’s important. It gets rid of the rest. And if you don’t sleep, a lot of that becomes muddled across time. And so sleep, physiologically, is just an amazing thing for you. And so that’s a really, really important thing. Exercise is another one. Regular aerobic exercise is just good for the learning process. I had a student that told me one time… it was funny, we were chatting about this… and said he does the best learning during basketball season when they’re exercising all the time. Coach makes them sleep an adequate amount, because it impacts your play, of course, and if it impacts your play. It probably impacts your learning too, right? So the concept there is that he said he always did better during basketball season because he was sleeping better and exercising better. Eating is the same thing. We know that simple sugars are not as good as complex carbohydrates. There’s actually ways that we can process this in terms of memory, and it doesn’t take very much liquid at all. If you get dehydrated, a little bit of dehydration, you have cognitive decline. In fact, it’s funny, because if you talk to somebody who is a health professional and you say, late in the day, “Man, I’m just confused and really having trouble processing things,” one of the first things that will ask you is, “How much did you drink today?” So it does have an impact on that. So, adequate hydration, not too much, but the right amount there, good nutrition, sleeping and exercise, those are four ways right there that you can actually impact your learning of material in classes… oh, and your health. I’d like to point out too that it’s one of those things that’s got the best side effect there is: it’s really good for learning and it’s also good for living.

Rebecca: One of the key tips that came up from our students and our faculty was to actually schedule some of those to make sure you’re doing those things.

Todd: Oh, totally. Yeah, eating too, I have to admit for myself, especially when it’s hot out. I didn’t understand this when I was younger, but I can eat breakfast and work outside in the yard, come in, drink a little bit, go back out, sit down and read a book and do some stuff, and realize at eight o’clock at night’s like, “Oh my word. I didn’t eat today,” and so I’m suddenly hungry, but then it’s late, so you’re eating at eight, nine o’clock, which is not ideal. But if you schedule it while you’re busy, and stick to it. If you’ve got it scheduled, you’re gonna eat at one o’clock or noon, and the bell rings summarize where you’re at, go eat, and then come back and then pick it up from there. Because if you think “I’ll just finish this section and then I’ll eat,” there’s been lots of study through the years that says that’s not as good as stopping, noting where you are and then coming back for most people.

John: And one of the things you talk about in your book is scheduling. And you also suggest there that you include a little bit of slack, because things don’t always take the amount of time that you anticipate. Could you talk just a little bit about that?

Todd: Yeah, I kind of laugh about this one, because, yeah, people are hideous at estimates. Almost everybody is. But I will tell you, folks with ADHD are particularly bad at it. And part of the issue you run into with ADHD is it’s not just that you’re distracted, is that you’re thinking to yourself, I will do this task, it will take like, 40 minutes, and then I’ll go do this other task. When I got tested for ADHD, after three questions, like, we’re good, we know exactly where we’re at. Anybody who knows me says you don’t need any kind of test. We’ve known that for years. I wish somebody had told me 10 years ago. But the reason I mentioned this is that I’m working really hard at some metacognitive kind of process of estimating how long it’s going to take me to do something. I set off the block of time. When the timer goes off, then I think about: “What did I do? What worked well? What didn’t work well?” That process takes seconds to do, by the way, it’s like, okay, “did it work or didn’t work?” And then if it does work, I think about what I did to kind of set that up. And if it doesn’t, I think about that. But I will tell you that I will often start out with a to do list of 10 items, and I’m sure that I’ll be done by noon, and so by 6pm I’ve gotten through three of them, and I still have seven to go. So I put those seven on my to do list for the next day, and then, because I am a super genius… I always use that phrase whenever I follow it with something that’s not super geniusy… but I’ll take those seven items and I’ll just put them on the to do list with another 10 items, and then I got 17 items that I’m going to do tomorrow, because that’s going to be easy to get through them. I’ll just do them really fast, and then I get through like five things. As you practice at that, you can actually practice at estimating how long things will take you, put it into a schedule. I did this was an intro psych class. It was one of the most impactful things I’ve done. Is the teacher had us keep track of one week in one-hour blocks. Like, if you sleep for eight hours, you block off and say, I slept. But then if you read, you put a block in for reading, and while you’re awake during the day, he had us doing metacognitive exercises too. You estimate how much do you think you’ll get done? How well did you do? And then you just put a grade in the block. So if it’s going to be I’m going to read the to read this chapter in this two hours, and I get through half of the chapter in the two hours. And I’ve done this other stuff, I get like, a D. And what I found was that I’m very effective in the morning, from about 6 am until about 10 am I can cram through… oh, it’s just so good. And then I find out that from about 2 to 4 pm I’m just awful. I have enough extrovertness in me that if I’m talking to somebody, it’s fine, but if I sit down to read something or work at something, it doesn’t work. So I schedule these things in. So I’m kind of coming back to the schedule, but I schedule these things in, but also try to make estimates of how long things will take. I will finish with this, tell your students, or ask your students, I guess, at the beginning of the semester to keep track of, as they read the first couple pages in every book, jot down, after five pages, how long did it take you, and figure out the average amount of time it takes you per page. Because students don’t understand this, and they’re not good at estimating their time. And I’ve had students before who are going to tell me, for the final exam, they’re going to reread all the chapters. And I say, how long is that going to take you? And they’ll say, “I don’t know.” And I’ll say, “The exam’s tomorrow. What do you think it’s going to be?” And students will tell me that they thought they could read a chapter in an hour, or the whole book in like six hours. And then they find out that their average is eight minutes a page, and say, “Alright, well, at eight minutes a page, you’re not going to read a chapter of 35 to 40 pages in an hour.” But the point is, it may be that you have a novel in English class that you average one minute a page. You might have a physics book where you average 20 minutes per page, and you might have a philosophy book where you average five minutes a page. If you know that, you can make some estimates. And so talk to your students about making those estimates. But rolling that all together, kind of figuring out estimates on how long things are going to take, and keep working at it, and then using metacognitive strategies to think about when it’s going well and not going well. And I’m still working at how to do this.

John: And that issue of cascading to do lists, one of the things I found is that there’s a lot of to do apps that you can put on your smartphone, and when the list gets too long, just start another one.

Rebecca: That’s what I do. [LAUGHTER]

Todd: Well, there’s a great strategy that I really do like. You list the really important things as A’s and then B’s and then C’s. And the one strategy I read one time was great. It says, Put all your things on the list, put down your A’s, your B’s, and your C’s, and then delete all your C’s. [LAUGHTER] And so it’s that same kind of a thing as at the end of the day, they’re not going to get done, just pitch them. But yeah, we put too many things on the list. I’m trying right now. Actually, I’ve reframed it in my head, and I’m desperately trying to put down the amount of stuff that I think that I can get done by noon, and I still block off eight until 6pm but I put my to do list thinking this can get done at noon. If I get done at noon, you know what? I’m only gonna work a half a day. And when I’m better at it, I’ll probably put more items on the list. But for right now, yesterday, I still was working till 8 pm on my stuff that should have been done by noon. An another little tip I’ll give you… I’m getting better at some of these… I always make up my to do list now just before I go to bed, when I’m as tired as I can be during the day, because if you make a to do list in the morning when you’re feeling really full of energy, then you’re very optimistic. If you do it when you’re exhausted, it’s a little closer. [LAUGHTER]

John: I believe that behavioral economists refer to this phenomenon of underestimating the amount of time required for a task as the planning fallacy, and I believe that I’ve heard that the people who are most productive underestimate the amount of time required by more than other people tend to, otherwise they’d never undertake many of the tasks that they engage in. There was a Freakonomics episode on it that I just listened to recently.

Rebecca: In my design class, I have students keep time sheets for their projects and things, and that helps them become more aware of how long it takes them to do different parts of projects, so that if they were to take on freelance work or whatever, they have more of an idea of how long it actually takes them to do things, so that they could more adequately charge for work if they were to do that.

Todd: Rebecca, that’s a really, really important skill to teach them, because you could make up your mind you want to have a design company or a landscaping company, whatever it is, and if you’re hideous at estimating time, you’ll be out of business very quickly. When you explain to somebody, “Yeah, I’ll cut your loan on every week, and I’ll only charge you $20 because I think it’s going to take 10 minutes,” and then it turns out it takes two hours. You can’t stay in business like that. So I think that’s a great skill. See, we started out with the why don’t we teach these cognitive things early? This is one of those that you are doing, which is great. Teach them how to think about time.

Rebecca: Well, we could talk about really important things we could teach students all day long, but we do need to pay attention to our time, which we are not always good at doing. [LAUGHTER] So we always wrap up by asking: “what’s next?”

Todd: Probably just the last items on my to do list is next, [LAUGHTER] but right after that, I’m working on a couple things. So one of them is a book on lecturing and active learning. The research does not say that the active learning is more effective than lecturing. The research is very clear that says, when you combine the two, lecturing with active learning, it’s more effective than lecturing alone. So I’m working on a book that’s balancing the two. And then the other one is, I’ve really become pretty passionate lately about people that are not built for the way the educational system’s built. I love to use the phrase that education is kind of built for fast-talking, risk-taking extroverts. I’ve got that in the book, and actually in a couple of the book. And the idea is in class when the teacher says, “Could somebody tell me…” there’s hands going up before you actually get to the end of this question even from some people, individuals who think really fast, who are okay if they’re wrong, they’re taking a shot at it, and they’re extroverted in that they like to really have the energy to be around people. If you’re not one of those individuals, you’re actually at a disadvantage all the way through the educational system whenever something’s run like that. And so the other thing I’m working on right now is, how do we help the individuals who are shy, who are on the autism spectrum, who maybe have depressive episodes, individuals with food insecurity, housing insecurity, all these types of individuals who walk into a classroom and when they do really well, it’s because they’re doing so much more work. I should be careful. I don’t want to discount the people who are working hard in the classroom, but there’s individuals who are working way harder than other individuals, and there’s got to be a way to balance that a little bit. That’s what I’m working on now too.

Rebecca: Sound like really important, interesting projects.

John: And will those both be ready this year, or [LAUGHTER] will it take a little bit longer for those?

Todd: Probably Tuesday, I think… maybe Thursday. It’s interesting. I will say that I really love writing. It’s obvious, I’ve got several books out now. But I work with an editor. I have my own editor that I’ve hired now, and the reason I did that is because I’m not an editor. And what I used to do on books is I would write something and I would spend more time trying to edit it and get it to sound right than I was actually writing. And so the reason that I’m kind of cranking books out right now is I write it, I send it off to my editor, my editor reads it, comes back to me and says,” I like what you did here, but you might want to change that.” And then I just zip into the next thing. So it takes me about four months to write a book now. And so I would suspect that we will see one of those heading off… well, it won’t be too long.

Rebecca: Must be there on the early part of that list, that stuff before noon.

Todd: When I mentioned that keeping track of the day, it’s a really, really important thing. It’s because, yup, that’s exactly what it is. My writing time tends to be between 7am and 10am and then all my committee meetings are in the afternoons.

Rebecca: Prioritize.

Todd: Yeah, it’s like recording this show. Huh, look at this, 3:46 pm… Ha! Right, between two and four.

Rebecca: I did notice that. I was making that note,

Todd: Uh huh, I knew you were. Boy, we should do this sometime at 10 am You wouldn’t believe how fired up I am the.

Rebecca: Alright, but that’s when I prioritize my writing and doing stuff too.

John: We always enjoy talking to you, and we’re very much looking forward to talking to you about those next books as those approach,

Todd: I always love coming to this program. I get to sip my tea, which is always good, and chat with two of my favorite pod people.

Rebecca: Thanks for joining us, Todd.

Todd: Thanks for inviting me.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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342. Infographics

When papers and projects are due at the end of the term, students often procrastinate even when the projects are carefully scaffolded. In this episode, Michelle Kukoleca Hammes joins us to discuss how a series of infographic assignments, combined with peer and instructor feedback, provide an engaging and productive learning experience. Michelle is an associate professor of political science and a CETL Fellow for the Center for Excellence in Teaching and Learning at St. Cloud State University.

Show Notes

Transcript

John: When papers and projects are due at the end of the term, students often procrastinate even when the projects are carefully scaffolded. In this episode, we discuss how a series of infographic assignments combined with peer and instructor feedback provide an engaging and productive learning experience.

[MUSIC]

John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

[MUSIC]

Rebecca: Our guest today is Michelle Kukoleca Hammes. Michelle is an associate professor of political science and a CETL Fellow for the Center for Excellence in Teaching and Learning at St. Cloud State University. Welcome, Michelle.

Michelle: Hi. Nice to be here.

John: We’re looking forward to talking to you. Today’s teas are:… Michelle, are you drinking tea?

Michelle: I am. I don’t always drink tea, but I made sure this morning I did. And so I’m actually just drinking a green tea, a milk tea. It’s not quite as good as others I’ve had. I have a colleague from Wales who makes the best green tea, but it’s good this morning.

John: …and Rebecca?

Rebecca: I have a Hunan Noir Tea, which is very tasty.

John: You left out the Pinot.

Rebecca: I know. [LAUGHTER]

John: Okay. And my tea is a black raspberry green tea.

Michelle: Sounds nice.

Rebecca: So we’ve invited you here today, Michelle, to discuss how you’ve been using infographic assignments in your online comparative politics classes. When you first started teaching this course, what kinds of assignments did you use?

Michelle: I use a variety of assignments. I’ve been teaching this course for 27 years now. And then this is mainly for my intro level comparative course. But I’ve adapted it for upper levels too, so mainly traditional assays early on. As I moved to the online environment, I would still have them do a major paper of a country study. And so pretty traditional assignments for the most part, but I wanted to make some changes for the online environment especially.

John: So what made you decide to change to infographics?

Michelle: Well, a few things. One is I felt that students were doing these papers that were quite lengthy in their country studies, and they would turn them in at the end of the semester. And we never really had a chance to talk about the elements of them in depth prior to that. And so I really wanted to change that. So it wasn’t just the end of the semester. And they weren’t sharing them with each other, because of the format of them as just being a lengthy paper, it wasn’t the kind of thing that they would be interested in exchanging with each other. And then frankly, I was getting a little bored, [LAUGHTER] the format, not so much the content or their insights, but the format just became very boring. We all know that when you’re working with one individual paper, it can be really exciting to have that dialogue with the student. But when you have a stack of papers, it suddenly becomes too daunting. And so I was just looking for a way to make us all happier, actually.

Rebecca: That sounds like a good motivation. [LAUGHTER] Can you talk a little bit about what the infographic assignment is?

Michelle: So I will talk about in terms of that intro level comparative politics class. One of the things that there’s not time to do in any semester is to really cover every country in the world, obviously. First of all, I wanted to make sure that students could pick their own country that they have an interest in, and that would broaden the number of countries we would cover. And then I switched it to infographic for the online component because there were a few things I wanted to do with it. One is to retain the goals I had in mind for them learning about a country. But also then I wanted to tie in some best practices for online presence in the classroom, for example. My discussions, I was also unsatisfied at the beginning, we learn as we go along, and my discussions tended to also be maybe a little stale, or I’d throw out a question and I would get very similar answers from everybody. They were going back to the textbook and giving me something rather than being creative or energetic in their own answers. And so the way the infographic works is I have about 10 through the semester that they have to do. And so it’s basically breaking up the country study into smaller pieces, so that they have different topics as we go along the different topics in the class. And then before they submit them to me, they submit them into the discussion for the appropriate week. And that way, all the other students can see them, it gives them a lot of different skills. One is that they are able to critique other people’s work, they are gaining more knowledge about a variety of countries. It allows them to practice skills on their own in terms of working together. So I don’t see these always as only individual assignments, although that’s how they’re graded, but kind of a group work assignment that they can all enhance each other. And so there were a lot of ways in which I wanted to bring different elements into the same assignment, particularly because I didn’t want to have to think of how to bring these elements in and do different assignments for each thing I wanted to bring into the classroom. Having one assignment that was consistent really helped them.

Rebecca: It sounds like by having a consistent assignment, you do have to learn how to do the assignment over and over again, that part of it is covered. You do it one time and then it’s clear how to do the assignment and then you can focus on the content and the material.

Michelle: Yeah, exactly. And one of the other things is, unlike just having one country study at the end, there was a lot more formative assessment that could go into it. So exactly that, where we’re able to help build skills up early on. Some of the content early on is pretty simple. The first one is making an infographic about the demographics of the country. And so it’s pretty simple, but it allows them to get the first skills if they’ve never used, for example, Canva, or other programs that allow them to make an infographic. So they get their feet wet with that. It allows them to think about how to communicate in a different way other than a paper, because I also began to think about my intro level students who many would become political science majors, but many wouldn’t. And so in a course that they were using for general education, they’re not going to be writing political science research papers. And so allowing them in different ways to express themselves I felt was another skill that they could bring.

Rebecca: It was nice to see this scaffolding, separating out some of the technical skills from the content, because often we’re doing all of those things at once. And it sometimes can be unclear whether or not it’s a technical skill that is lacking or the lack of understanding of something. So separating those out of it really does seem like it would help have a clearer sense of where students are. And, as we know, [LAUGHTER] if you try to ask students to do too many things in one bigger assignment, then certain things end up edited out. And that might be the thing that was really critical. So it’s nice to have those separate assignments to focus in on those.

Michelle: Yeah, exactly. And I really enjoy the fact that, rather than focusing on grading a long paper, I’m able to go through that process with them. And then also in discussions, it gives me so many opportunities to re-teach something. So if I’m noticing in someone’s infographic that they’ve made an error, or they have a misunderstanding of a concept we’re working with, then all the students in the class can see me correcting that and doing it in a gentle way, that seems a little bit less high stakes for students that because it is just this one assignment, and I’m making this one little correction here, but I think it benefits everybody.

John: So for those students who haven’t done much work with infographics or with graphics in general, do you provide any instructions or recommendations to them? You mentioned Canva, do most students use that? Or is it a mix of tools?

Michelle: They usually do end up using Canva, because that is one of the tools that I put in the directions. And so I have quite lengthy directions in terms of guiding them through accessing technology, allowing them to know that they can use various different technologies, depending on their accessibility to them. There are some really great programs that of course, cost money or pro versions. But I let them know that for our purposes, they can certainly just download a free version of a program. They could really even do it in the Microsoft Office Suite in a variety of ways if that’s where their skills lie. And of course, that’s something that all the students have access to on campus. And so I do get them lengthy directions, they’re not all my directions. I don’t feel like I need to reinvent the wheel. So I just include several videos from YouTube that talk about how to use Canva. And those are sufficient and actually probably better than I can do. And so I put those out there with other directions, I give them alternatives. And then of course, if they’re still stuck, then they can always work through it with me. We can have a Zoom meeting where they pull up their materials, and we work on putting it together.

Rebecca: You mentioned that students were sharing infographics with each other, it sounded like maybe through a learning management system or something. Can you talk a little bit more about what that sharing looks like and the kind of feedback that students are giving one another.

Michelle: So the learning management system we use here is D2L Brightspace, and there is of course, like in most learning management systems, there’s that built in discussion feature, so I just use what’s already there. I don’t mind using third-party applications., but it just tends to make things trickier. So I just use the discussion. Have them post it right to the discussion, and have them use the discussion tools, whether it be just typing in or using some audio or other tools to give feedback to each other. And I find that the discussions are so much more lively. Even more than I expected. The first time I used it, it was for a summer class and I thought “okay, I’m gonna try this now because it’s summer, and no one wants to be sitting writing a 20-page paper in summer. What am I going to do?” So I put it out there for the summer class and I thought, Okay, well, maybe they’re busy with other things or they’ve got excitement in their own life over the summer or they’re working a lot of hours. I had never had such lengthy discussions go on in any class before that. They really enjoyed looking at each other’s work rather than just from me. Many of the students chose countries that reflect an interest they have, maybe it’s somewhere that they’re actually from, although I usually try to encourage them to broaden a little bit. But that also brings such a benefit to the rest of the students. So we do have students who do that. I have students who maybe have gone on vacation somewhere or have a family connection somewhere, I’ve had some that have been stationed in the military, and come back, and they want to talk about what they noticed when they were there, so they put a lot of that in the infographics. I found just use the basic tool, but allow it to be opened up for them. And I also try in discussion, and I do this even in other discussions that I have online, because I usually try to hang back for the first bit, quite a bit. I allow that to be organic. And then I’ll go in and make sometimes just a summary of everything that’s been said or things that I need to correct. So that it’s not simply another lesson from me. But I have that ability to correct when I need to.

John: You mentioned the first infographic assignment had them work with demographic data and display that, to what extent are these assignments tied to the specific course work that you’re doing during each of the 10 assignments?

Michelle: For most of those 10, they’re directly tied to the material for the week. So for example, the textbook will have a chapter where we’re talking about government structures, presidential systems, parliamentary systems, et cetera. And so the infographic for that week will be directly related. So they’re going to do an infographic laying out the government structure. And then another module will be on political parties and how they work in various parts of the world. And so it’ll be directly tied to: “So show me your country, and show me the main political parties in your country. Tell me what their main ideology is. Tell me who’s in power now… which party? And what does that mean for the policies that get put forward?” Another one would be one on current events, the last one that they do is: “Well, what’s going on there now? …and “With everything you know about your country now, what do you predict for the future for them? How do you think they’re gonna solve this?” So a little bit more policy oriented… also, “look at what they’re actually doing in terms of legislation and implementation.” And I also do one… I don’t use the textbook anymore, but it’s something I used years ago that I retained the content in a module, which is to look at the concerns of any country in terms of every country’s concern with prosperity, security, and stability. And so I asked them to just put out an infographic that asks them to assess threats to those things, and looking at their country. And so it’s a little bit on the current events side, but it’s focused for them in terms of every country needs to be aware of its security… what’s happening?

Rebecca: You’ve hinted that students are really engaged in these assignments because of discussion forums. But can you elaborate on just the general sense of what students have been able to accomplish by shifting to this format, and also their engagement with one another?

Michelle: I think, several things, some of which I’ve mentioned. So the formative assessment part, I think they gain a lot from not just getting comments at the end of the semester, oftentimes handed in that last week. And then, frankly, I don’t expect that every student has even read my comments at that point. So just having the opportunity to fully engage throughout the entire semester, and so we’re not also dealing with, “Oh, I have three days before this paper is due. So let me think about it today, make a plan to think about it more tomorrow, [LAUGHTER] and then maybe I’ll do it the next day before it’s actually due.” And not that that’s all students, but I know when I was an undergrad that happened to me. So I think that just slowing them down, allowing them space to actually think about their country in multiple ways, and not have it be “Okay, we’re all working to doing your own country study at the end of the semester,” but having them actually engaged the whole time, I think is of great benefit to them. And I think they learn a lot more. I think that taking it in these smaller chunks, actually has made them research a little bit deeper on each of the topics because they’re not overwhelmed with “Okay, I’ve got all of these topics now to cover in this country study.” And so they tend to just do it in a way that is most efficient for them, let’s say. And so I think this gives them that way to back up a little bit and actually enjoy the process of learning rather than the process of an assignment only.

John: I think you’ve made a really good point there about students’ tendency to procrastinate. I was thinking back to when I was an undergraduate, and actually a graduate student as well. And I can’t recall a single time when I didn’t start writing the paper the day before it was due. I spent a lot of time gathering materials, taking notes, and organizing and putting an outline together, but the writing generally took place in just one day. So, [LAUGHTER] this is forcing students to engage in a little bit more spaced practice, to engage with the material regularly, and I think there’s a lot of benefits over that rather than the traditional way of just rushing through and getting it done right before it’s due.

Michelle: Yeah, exactly. And I’ve adopted that in other classes too, the idea of doing a lot of prewriting throughout the semester. So I’m a big believer in the prewriting process, and it’s very valuable, and it is doing work. But when I mentioned earlier, sort of they spend the day thinking about it, I’m thinking more of myself as an undergraduate thinking about not the assignment, but thinking about the fact I have to do an assignment.[LAUGHTER] So it’s more anxiety, not so much productive work on the content of what I’m doing. And so yeah, the prewriting work for any assignment is really great. So I’ve been trying to shift that mindset. I also teach a research methods course in my department and I teach our senior seminar. And so the senior seminar, especially, just making it about an entire semester-long process, I think, has taken a lot of pressure off of them. They seem a little relieved by the end, it’s not as daunting,

Rebecca: It definitely seems like it deepens the study and the engagement, not just because it’s broken into smaller pieces, but because it’s a consistent country the whole time and because it’s a consistent kind of assignment the whole time, it really provides a structure to be able to do that. I’m curious whether or not any of your other colleagues have also shifted to doing assignments in this format, or other similar kinds of strategies.

Michelle: I can’t really say. I know that in my department, we’ve talked about them a lot. And so I think people are adapting parts of them. I don’t think anybody does it the full way that I’ve described in terms of the full semester, but we have talked about just different ways of communicating. I think that’s going to shift again, obviously, AI is something that everybody is grappling with how to best use. So I think there’ll be some shifts coming. But I can tell you that I was Interim Director of the Center for Excellence in Teaching and Learning, and now I’m a faculty fellow there. And I’ve talked to a lot of people across campus, and some of our off-campus partnerships about this assignment, because I get really excited about it. If you haven’t noticed, this is my favorite thing. And so I’ve talked to a lot of people, and I just can’t be sure how many have actually applied some of these things. But they certainly seem interested, and they’re certainly searching out the same types of things I was searching out: how to make things, first of all, more authentic for the students, how to engage the students more with themselves in an asynchronous class or with other students. Even in a synchronous class or on-the-ground class, you could still have the same assignments. You might want to introduce them differently, you might want the discussions to take place in the classroom, rather than obviously online, because you could engage in person that way. So you can do kind of a round robin around the room, maybe… any of those techniques. But I also let the students know that, for them, they will become a mini expert by the end on that particular country. So they should all understand the topic areas but. becoming an expert on the individual countries that’s all their own. And so I hope that colleagues, no matter what field they’re in, can find some way to utilize that. Otherwise, they’re probably just a little sick of hearing me talk about it. [LAUGHTER]

John: Speaking of fellow faculty, has anyone else shifted to using infographics at your institution as a result of your work with us?

Michelle: Yeah, I can’t be quite sure. But I do think that in talking to a lot of faculty that they are shifting modes of communication for students, and I have talked to people who are much more expert at creating infographics themselves. You can do it very, basically, but you can also get really creative and high level with it. And so I oftentimes collect infographics I see for other fields, so I share those with faculty. I’m not sure. It’s one of those things that I so appreciate a podcast like this because sometimes teaching can be a lonely endeavor. We’re a little bit maybe shy about sharing what we do, because we’re afraid it’s not measuring up necessarily to what others are doing. So it’s a good question, though, and I think that that’s something that maybe I want to engage… maybe in a workshop in the future on campus and bringing faculty in and seeing who’s doing this type of thing, or maybe another brand new idea that’s even better.

Rebecca: I think one question that often comes up from faculty when we’re talking about kind of alternative formats or unessays or other [LAUGHTER] ways of not necessarily doing a more traditional essay kind of assignment, is how you evaluate the work. So I wonder if you can talk a little bit about how you’re evaluating these assignments, just to give faculty a sense of what that might look like and what that feels like in comparison to a more traditional kind of assignment?

Michelle: Yes, that’s a great question. I’ve talked in many ways about why I did these assignments in terms of just making it a more engaging process. But in terms of measurable, assessable goals, I do use rubrics, and have laid out exactly what skills I’m assessing. So I do have a section of the rubric that is based on the skills of communication. I have a very low stakes, low number line for things just like visual engagement, because I don’t want it to be students worried about the visual engagement when they need to learn the political science concepts. but I want to let them know that that’s important. So I have in the rubric descriptions in each of the columns about visually engaging: Does it bring the reader in? Is it easy to read? So I have that skill section, I have a section specifically on the content itself: Do they understand the concepts? Are they using the language that we use in political science? And then I also have sections for pretty typical traditional looking at their writing and seeing if it’s appropriate writing levels, tell them take a look at other people’s infographics… go out in the world and look at the bottom, there will be the sources, you need to include those, you need to not leave those off. So even practice that they would get in papers about citing things, if they put a graph in, you still have to say where this graph came from. So the practice that they would normally get are the same skills. And so I just lay it out in a rubric for them, as I do with most of my assignments. Of course, the rubric is not secret to the students, that goes out with the very first assignment: this is what you should be looking for. I’m going to use it for grading, you can simply use it as a checklist. You can use it to evaluate other students and give them feedback and tell them where you think there could be improvement. And so I think that the assessment itself is pretty typical to what I would normally do when thinking about an assignment: What are my goals for the course? How does this assignment help to meet those goals? And then how do I convey to the students whether or not they’re meeting those goals? Or essentially where they’re at in the process of becoming expert in that goal.

John: Do you use one rubric for all the assignments? Or are there separate ones for each of the infographic assignments?

Michelle: So I’m a big believer in constructing the outline once and then using it, but having different content in it. And so I use the same basic rubric for each of the assignments. And then I give the feedback in that content area really is the main portion. In the content area, I will make some changes to what they need to do specific for that assignment. So if it’s political parties, I would have expectations about what types of things they’d understand about political parties. And so that will change but my basic outline of what that looks like. And I’m a big believer in that kind of consistency in everything. So I can tell you I do that also with just how I set up the modules. And so my modules always have the same outline. There’s an intro with the learning outcomes for that specific module: what can you expect to learn this week, then the section with textbook readings. So this is what you’re going to dig into and read in a very traditional way. Then there’s a whole separate content section, which might be a video I’ve created, it might be videos that I found online that they should be engaging in. And then I usually have a pre-test and post-test quiz, and then the assignment for the week. And in this case, always associated with that assignment discussion. And then always at the end, I have a section, another discussion, which is I just call “Ask the professor,” And it’s another space for it. I always have to tell them every time I put the same heading and I say, “Don’t ask personal questions here, [LAUGHTER] but if you have a question that everyone can benefit from on the topic this week.” So that’s just an example of how I feel that it just makes it easier for me to focus on what’s in each of those boxes, rather than recreating the format. And I think students really take a lot of comfort in knowing after a couple of week: this is the rhythm, this is what I’m expected to do. And so now they’re focused on different content, but they don’t have to relearn a different set of skills. So going back to your question about the rubric, and is it the same? I do that because then they get used to what skills they’re bringing, and then they can hone that same skill over time, they can go back and look at their rubric grading and see their improvement over time. And I’m also a liberal user of the comment section on rubrics. I know that a lot of people tout rubrics for the time-saving part of it. So oh, you can check these boxes, and it makes it easier. And there’s some of that. But I can’t stop myself from also than opening up that box and just writing a ton of things to them. So I think that, again, it’s one of those things where the rubric itself becomes a really good outline. And then it’s just a matter of what I choose to put into my grading when I do the rubric.

Rebecca: High structure is always helpful for folks, that’s for sure.

Michelle: That’s very reassuring.

Rebecca: I feel like there’s a story behind why infographics as opposed to something else. What led you to infographics as opposed to some other alternative format?

Michelle: So like I said, I’ve been at this 27 years, so maybe I’m just getting old, but I feel myself saying in my head: “Well, kids nowadays don’t have the attention span for writing a 20-page paper.” And that’s not necessarily true. But as I talked about before, maybe they just have to be taken through that process. It can’t be just one big thing. And that was long before the internet, people talking about decreased attention spans. But I do think there’s something to matching up with the way in which they use visuals in their daily life. So they utilize memes, they look at infographics in various formats, I find a lot of them in social media in different areas. So I try to structure discussions in a way that is very much like the way they’re already engaging on social media. So yeah, the story is really how could I find a way that it’s something that their mind is already used to, that they can then apply it in this way. And also the other story, my husband is the County Administrator here in our county. And so I was in his office one day, I was the Assistant County Administrator and I was in his office one day and from the League of Minnesota cities, they had an infographic, a stack of them on the front table about: what does county government do? And that was really the last push I needed because it was so well done. And I thought, “Okay, this is what we need, people need to understand what levels of government do.” People often come to the county with situations that have nothing to do with what counties are actually able to do for them, and so what does your county do? What can it do for you? And I just thought, “How brilliant is that? To put it in that way.” And so I just really was sold on on the idea that infographics can really be fairly deep teaching, if they’re done well. We get so used to the academy and everything has to be these long papers, but rather than bemoaning the fact that the attention span has gone away, I’m just finding a way to adapt to that. So how do students engage with each other? And let’s make that happen.

John: And I would imagine students are more likely in the future to be creating infographics than they are to be writing 20-page papers unless they’re going on to graduate study.

Michelle: Yes, absolutely. That was the other part of it is that this wasn’t really authentic… the 20 page paper… particularly in that intro, liberal education, general education course. That was not authentic to what they were going to be doing. And I felt that in political science, if they were going to be political science majors, they would get that deep research component in other courses and upper-level courses in their capstone. And so I felt that it wasn’t necessary to put them through a 20-page paper. And the reason I keep saying 20 pages is because I realized that the amount of content you need in the country study is pretty lengthy to really understand the country, and so it really was about 20 pages, I just felt that that wasn’t engaging to people, no one was engaging each other with a 20-page paper. And so it had to be something that you could look at more quickly, you have to have the skill of condensing the material, you really had to be really pithy with how you were presenting the material so that someone can get it in a very quick way. And so I feel that allowed them to engage. And then even if you assigned a student to engage with another student’s 20-page paper, pair them off, have them do peer evaluation, they weren’t going to do more than one at that length. Maybe if you cut it down to a 10-page paper, you could have them have a group where they exchange it among three or four people, but that’s still not as big as I’m able to get by having everybody in a class post their infographics so that you can all see huge variety of work in the span of scrolling through normal social media. And of course, I’m asking to do a little bit more, but in some ways, it’s almost that they don’t even notice that part of it because they’re just scrolling through and saying: “oh…” Comments that I get most on the first assignment have to do with “Oh, I’m so glad you chose to do that country, I’ve always wanted to go there. Have you ever been? …because it looks so interesting.” So it doesn’t start out as this deep political discussion. But because of those comments in the first week, I’m convinced of the engagement that starts to come from it. One part that I didn’t mention is I also put in the directions, that if they want to add something, like a fun fact, about the country on any of these infographics, they should, and I’m surprised at how many students then choose to do that on every single one of the infographics at the bottom. There’s a fun fact. And I’ve been amazed by what they’ve come up with. There are things that I don’t know about these countries. I thought, “this is fun.” So I do think that students take to it, they want to show other students their country, they want to say, “Hey, I learned this thing. Isn’t this cool?” And then I get to learn things I didn’t know.

Rebecca: Sounds like a great way to build community and to have a first interaction with a discipline, which sometimes can be off putting. And this sounds like a really positive way to get people interested in a discipline as well.

Michelle: Yeah, I think so, and I hope so. I hope that that does make students more likely to maybe take an upper level, look at us as a minor or major. And I will say, talking so positively about this assignment, because it’s worked so well. But I can also talk to you in a podcast about all the assignments that haven’t worked well, that I don’t get this excited about, that I can’t say were this level of success. And so when we were talking about coming on the podcast, I wanted to highlight this one, because of course, it’s the success. I wanted to show what has actually worked. But, of course, there’s a lot of ones that haven’t. So I do feel that I’ve hit on something here that can be very useful, that I’ve been really satisfied with, and my students seem to be really satisfied with.

John: We always end with a question. What’s next?

Michelle: So that is a great question. I’ve been thinking about that for a while. How do I take this to the next level? So I think one thing that’s next is sharing this out more. We’ve talked a few times about looking at other faculty and seeing if they would adopt something similar to this. So I think that’s one aspect. I think another aspect is to just continue to refine the assignment in a way that gets the most student engagement. I’d also like to see these assignments, if we can have them maybe printed for my asynchronous online classes. This particular class I teach mainly online now, I rarely teach it in the classroom another colleague has those sections. And so, right now, it’s simply archived either as the students own individual file, or in D2 L. And so I’d like to think about ways in which maybe we can archive them, maybe print out them in poster form and have them in the department so that people can maybe again, engage, get interested, a student walking by who’s not in political science who’s hanging out in the hallway waiting for their next class to begin, and starts reading the stuff on the walls and start saying, “Oh, that’s kind of interesting,” and maybe starts to get engaged. So looking at it outside of the particular classroom, I think would be a really exciting way to go with it.

John: Well, thank you. I’ve really enjoyed hearing more about these assignments. And I think it’s something that could work in many disciplines.

Michelle: Yeah, I hope so. And exciting for me would be now to sit back and kind of watch what other people do with it. And oh, okay. I hadn’t thought of that. That’s really cool. That’s always the most exciting part for me from the CETL angle is really just seeing how people take off with something in a way that I wouldn’t expect. And it’s been a pleasure talking with both of you.

Rebecca: I always love a good conversation about interesting assignments. So thanks for chatting with us and sharing in depth how the assignments work over the course of the semester.

Michelle: You’re welcome. My pleasure.

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

Ganesh: Editing assistance by Ganesh.

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313. Supporting Neurodiverse Students and Faculty

Many discussions of inclusive teaching practices ignore the role of neurodiversity in higher ed. In this episode, Liz Norell joins us to discuss strategies that faculty and institutions can use to create a welcoming environment for neurodivergent students and faculty. Liz is a political scientist and the Associate Director of Instructional Support at the University of Mississippi’s Center for Excellence in Teaching and Learning.

Show Notes

Transcript

John: Many discussions of inclusive teaching practices ignore the role of neurodiversity in higher ed. In this episode, we discuss strategies that faculty and institutions can use to create a welcoming environment for neurodivergent students and faculty.

[MUSIC]

John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

[MUSIC]

John: Our guest today is Liz Norell. Liz is a political scientist and the Associate Director of Instructional Support at the University of Mississippi’s Center for Excellence in Teaching and Learning. Welcome back, Liz.

Liz: Thank you. I’m happy to be here.

Rebecca: Today’s teas are:… Liz, are you drinking tea?

Liz: I am not. I am drinking some vitamin water, tropical mango flavor.

Rebecca: So there’s some stuff mixed with water. That’s tea, right?

Liz: Yes, sure.

John: And I am drinking Prince of Wales tea today.

Rebecca: Oh, I like that one. John. Haven’t had that in a while. And I have Awake today. It’s Monday… [LAUGHTER] when we’re recording.

Liz: That feels fair.

John: But it’s getting really boring. [LAUGHTER]

Rebecca: I know. [LAUGHTER]

John: We’ve invited you here today to discuss issues related to neurodiversity in higher education. Before we start, though, could you define neurodiversity? And how is this different from neurodivergence?

Liz: Sure. So I think these two terms get kind of conflated with one another a lot. And so I tried to be really explicit in talking about neurodiversity versus neurodivergence. And there are a lot of different perspectives on these two terms, and some of the baggage that they carry with them. But when I think about neurodiversity, I just think about a diversity of brains. And so any group that has more than one person is going to be neurodiverse. We all have different brains. But neurodivergence is a brain that works differently than how we typically think of brains working. And there are lots of diagnoses that get put under the umbrella of neurodivergent. Some of the most common ones are autism, ADHD, there’s Tourette’s. There’s lots of other ones, dyslexia, dyspraxia, OCD sometimes gets lumped in there, bipolar disorder will get lumped in there. So neurodivergence is just a brain that works differently than the way we typically think of brains working.

Rebecca: If we’re thinking about college student populations, and I know that this is partially a guess, because we don’t actually know, but how many do we think are neurodivergent?

Liz: The estimates that I’ve seen have been around like one in six, maybe, but I think that it’s probably closer to 30, or 35%, honestly. I think a third is probably a reasonably good estimate. It’s a large number. And I will say that a lot of those students either may not know that they have some sort of neurodivergence, or they may not ever tell us that they have a neurodivergence and we’ll talk more about that a little bit later, I think.

John: What proportion of neurodivergent students have accommodations through campus disability services?

Liz: Who knows? If we don’t know the denominator, it’s hard to know what proportion of people would be registering with accommodations. But I think there are certainly a lot more students who are registering with disability services with an official diagnosis, but there are some barriers to that. And the first one is that it’s really expensive and time consuming to get a diagnosis. So I should say, and I should start pretty early in our conversation by saying that I recently went through the diagnosis process to get a diagnosis of autism at age 45. And it took me a year from reaching out until I had the diagnosis. And I was able to navigate that, because I have some experience interacting with medical teams. I had good insurance, but it still took me a year to get an appointment, and to get the diagnosis. And so there are a lot of students who may not have the tools or the time or the resources to go through that, even if they suspect it. And I went 44 years of my life without even suspecting that I might be neurodivergent. I think there are a lot of barriers to that. And then once you have the diagnosis, it can be very intimidating to disclose that, to go through the campus accommodation process takes so much time and advocacy. And that comes from a population that’s already taxed in terms of their bandwidth and their resources and their just ability to get these things done. So I don’t think that thinking about the numbers of people who seek accommodations is even close to representing the population of students who might have these conditions.

John: It would seem that there’s a bit of an equity issue here in that students from wealthier households, students from continuing generation households, are much more likely to have the resources to go through the process of having the need for accommodations being documented.

Liz: That’s right. And I think this gets into some of the language around neurodivergent versus the neurotypical. A lot of people who are neurodivergent, who have some sort of condition or way of thinking or way of operating have been socialized to think that there’s something wrong with them, this kind of medical model of disability, instead of the more like social model of this is a socially constructed difference. And so to seek out a diagnosis requires a kind of self containment, I think, to recognize that this is not something wrong with me. A lot of people who have a neurodivergent brain probably feel like they should be able to act like a neurotypical person. So they don’t want accommodations because they feel like that is somehow making them less than their neurotypical students. And it’s this medical model that has infused so much of our talk about disability, and especially pernicious here where we know that there are real struggles that students have when they have these neurodivergent brains, that we are just not accommodating well in the classroom.

Rebecca: I do want to mention at this juncture, that we do have an Episode 221 – Disability in Higher Education with Kat Macfarlane that really talks in detail about the accommodation process. And so that’s a really great place to learn more about that process in high detail that was kind of the subject of most of that episode. Most of our college faculty generally haven’t been trained to address issues of neurodiversity. Can you talk about some of the common challenges our neurodivergent students face in classrooms?

Liz: Yes. And it’s absolutely the case that we have not been trained in this. And I think also many of my faculty colleagues, past and present, have this idea that an accommodation is somehow like special treatment that’s making a class easier for students, when we should, John, as you mentioned, be thinking about this as an equity issue. So accommodations are meant to provide equal opportunity for success. And if you’re bringing some of these conditions into the classroom, you’re already operating at a deficit. So what are those? Well, it can be things like being really easily overloaded by sensory information. So we see this a lot with autism and ADHD, where, as someone who now understands herself to be autistic, I think about this phrase, “the lights are too loud,” like, it just feels very harsh. And when people are talking over each other, I get very flooded very quickly. This has been the case my whole life. If there are unfamiliar foods or drinks, that can be really overloading and so background noise, people who are close to each other, uncomfortable seating, these are all things that can show up in our classrooms that can cause someone with a neurodivergent brain to go into a kind of overload. And that, of course, reduces their ability to pay attention and to learn and to retain information. Unclear communication is a huge challenge for people with neurodivergent brains, because it’s often the case that there’s some sort of like inability to recognize sarcasm, or the ability to get some nonverbal communication. Oftentimes, people with neurodivergent brains will interpret everything very literally. And so they miss out on some of the nuance. And for me, it’s been this like obsession with choosing the just right word, because I need it to be precise. And I can get really fixated on that sometimes, in a way that feels very pedantic. But that is really just me very much trying to communicate clearly. When there’s unclear terminology–write professionally, or be collegial, or work well with others–like I don’t know what any of that means. I have no idea. And there’s an assumption that there’s some shared social norms that may not be as visible to people with a neurodivergent brain. There’s a lot of, of course, well documented social aspects to neurodivergence. So just like not really knowing how to work with others in an effective way, or feeling like that sense of, I’m different. I’m broken, I’m not as good as… that I mentioned earlier, can carry over into social dynamics. And then the last one that I think is really important for us to think about in terms of higher ed is executive function. So executive function is that ability to kind of be a taskmaster of your own attention and brain. And so things like prioritizing work, time management, how to take notes, how to make decisions, how to cope with the ups and downs of life, due dates, all of those things like managing systems is really hard when you have a neurodivergent brain. And we often assume that our students have those skills. And so we don’t scaffold them. We don’t help them. We don’t point them to resources, and that can be really hard. So those are just like four big clusters: sensory overload, communication, social interaction, and executive function.

John: How can faculty anticipate or design with neurodivergence in mind, particularly when many students with disabilities choose not to self identify?

Liz: Just being aware of these things that I’ve just mentioned, is hugely helpful. And I think the hard work is really just awareness. So for example, I have heard lots of my colleagues and myself at earlier points in my career, lament about students who are distracted by their cell phones or their laptops, who seemed to need to go to the bathroom three times during a 50-minute class, or who otherwise seemed to be just kind of like disconnected from class. We see that as a sign of disrespect and as of not paying attention. But a neurodivergent brain often really struggles to sit still and make visual contact with another person or object. And so it’s often the case that our neurodivergent students can learn better if they are doing something, the more physical, the better. So for some of my students, it’s things like knitting in class or coloring or doodling. This is actually not them disengaging or not paying attention. It’s them doing something that allows them to focus their attention on what you’re saying. So I like to think about performance of attention, what we often think of as paying attention. So if a neurodivergent student is going to perform attention, they’re probably not actually listening to anything you’re saying, because they’re using all of their brainpower to do the things that you think mean they’re paying attention. With that said, this sort of notion that we have to reorient our thinking about what students are doing and what that means in terms of their engagement with us, I think being really clear about scaffolding what tasks are needed, providing clear deadlines. So Karen Costa, who is just brilliant, talks a lot about ADHD, and she is a person with ADHD. And she talks about the need for more structure, not less, that flexibility can be useful, but you need a lot of structure. And for people with neurodivergent brains, it can be really helpful to have lots of small deadlines that are low stakes with some grace around them, but like clear structure is really important… messaging to students, like, here’s how you do this class. So if that’s working in a group that’s giving specific roles, and asking the students to decide who’s going to be the note taker, and who’s going to be the recorder, and who’s going to be the crazy idea person, and who’s going to be the let’s bring it back to the text person. So just kind of delineating some specific roles, communicating clearly and in multiple modalities. So especially if you’re doing a lot of audio lecturing, or giving up directions, making sure that those are also available in writing. So students can come back to them later when they know that you said something, but they don’t remember what. And then just being really aware of that sensory environment in which you’re learning. So if that’s in a physical classroom, thinking about ways to give students permission to make themselves comfortable, if that’s getting up and walking around a little bit, and just sort of saying, like, I know that that helps some of you concentrate, fine with me if you do that. Telling them that they can get up and leave the room for a couple of minutes if they need a break. If they want to bring in things to play with, color or fidget, create whatever, that’s fine too. A lot of my students like to just sit on the floor. I mean, that sounds like a disaster for me and my middle-aged body, but when you’re 18, it’s like easy to get up off the floor, and so if you want to sit on the floor, sit on the floor, it’s cool, if that helps you be more comfortable. So I think it’s awareness and then just messaging to students that they can do what they need to do. And I just want to say one more thing about this. And that is, even if you are not neurodivergent, even if you are what people define as neurotypical, you can talk about students you’ve had, people you know, friends, family members, colleagues, you know people who are neurodivergent, talk about some of the ways that they have given themselves permission to make their environments work for them. So that you’re messaging to students that you understand and that you support those kinds of self-advocacy efforts. So you don’t have to do all of that on the first day of school, [LAUGHTER], first day of class. It’s a lot, but I often include something on my syllabus that says you may have accommodations or you may not, but if there’s something that I can do to make this class easier for you to participate in meaningfully and be successful in, according to your own goals, then I will do it, as long as it’s something within my power to do. So. You don’t need formal accommodations to ask me to do something to help you.

Rebecca: One of the things that I heard you mention and often come up a lot in inclusive pedagogy and other spaces is the idea of scaffolding. Here, again, we have this assumption that everybody knows exactly what that is all the time. But part of that is really about helping students understand their priorities, perhaps within a class, and also how to manage their time related to certain kinds of tasks. Can you talk a little bit about that component of scaffolding and what that might actually look like in practice?

Liz: Yeah, it’s hard for me to tease that out without thinking about lots of other things too. Because, we, as faculty, are coming into the classroom with certain ideas about what should be important, and what students should want to do in order to be successful, whatever that means. And I have really had to learn over my teaching career to check myself on that, because my priorities are not the same as my students. I remember once I was grading a student’s final exam they had done, it was very, very early in my teaching career, I’m embarrassed to even say what they had done for their final, but it was it was multiple choice and I was grading it by hand, and I told them, they could just stick around. I would grade it real quick, and then give them their final grade, because I had done everything else before then. And I looked at the student who had come to class every day and had really meaningfully participated and said, “Your final grade as a C,” and I was so apologetic, like, “Oh my gosh, I’m sorry. “And this student was like, “YES! I PASSED!” And it was a real moment for me of just like saying, “Okay, you cannot put your own values and goals onto students, because that was literally the student’s dream–was to get a C and not have to take the class again,” I think when we’re talking about students, it’s really having that very frank conversation, like, some of you are here because you are being required to take this class, and I know it wasn’t your choice, and I’m going to try to make it as the least awful it can be for you. And I’m going to ask you to try to invest at least enough time to give it a fair shot. But I don’t expect that everybody has the same goals and so let’s take a moment and reflect on what success for you looks like. And then what do you need to do over the course of the next 15 weeks, or whatever it might be, in order to make that goal. And so we sort of assume that our students’ goals are to get a good grade and to move on to whatever the next thing is. But maybe it’s not, maybe they’re just taking the class for fun, maybe they don’t care about the grade. Maybe they’re an adult learner who has a curiosity about something. After I graduated undergrad, I took an ethics class online–this was like 2001 or 2002 maybe, so it was very early days of online teaching and learning. And I took it through the community college just because I had never taken it, and I thought it might be interesting. It really wasn’t interesting for me. So I just like stopped paying attention. But I did not consider that a failure. Like I got a little bit of information. I also took a macroeconomics class, because I had never taken a macro class; I had taken micro. And it was all online, and I did all the work, but I didn’t turn in any assignments because I just didn’t care about those. I just wanted to learn it. So, I think having these conversations can be really helpful in students figuring out what it is that they want to get out of a class

John: Going to that point you made about structure. This is something we’re seeing an awful lot… certainly in the work on inclusive teaching, in Viji Sathy and Kelly Hogan’s book, as well as the work of Mary-Ann Winkelmes on transparency and learning and teaching. There seems to be a convergence that by providing students with structure and support, it can do a lot, it can benefit pretty much all students. In past discussions, when we spoke to those authors, much of the focus was on the benefits to first-gen students and to students who were historically minoritized. But it’s kind of nice to know that the same inclusive teaching strategies also addresses issues of neurodivergence.

Liz: I had an experience at my last job, where I just kept asking my dean, “Give me a set of rules and I will follow them.” And she would say, “Well, just use your best professional judgment.” And I don’t know what that means. I think people with certain kinds of neurodivergence just want you to tell them what to do and they will do it. Give me a set of very clear expectations, and I will meet them and this can work for everyone… just like clarity. And it doesn’t have to be punitive. I’m very fond of Cate Denial’s Pedagogy of Kindness. And this notion that like it should be kind, which can be as Sarah Rose Cavanagh says like a warm demander. I want you to have expectations of me, I want to know that you care about me. But just be really clear, because clarity is kind. And yes, it helps with all of those things. So the first generation students, the historically minoritized, the neurodivergent, lots of different kinds of people are benefited by this. And even the third generation middle class neurotypical student, also [LAUGHTER] benefits from clarity.

Rebecca: Imagine that, not spending all of our cognitive energy trying to figure out what people want.

Liz: Exactly. {LAUGHTER]

Rebecca: What are some of the challenges that neurodivergent faculty face in their careers? We’ve talked a lot about students, but we also know that faculty also exist.

Liz: We do. And we’re not all like cut from the same cookie cutter. I can tell you, just from my own experiences, that higher ed can be really hostile to those who are neurodivergent. I’ve had really great experiences, and I’ve had some really challenging ones. I think that it’s helpful when we’re aware of these things for students, because we often have the most power over their educational experience. But we also share power with our colleagues. And so knowing what some of these things are can help us understand the behaviors of our colleagues that we might have been inclined to read as subversive, or unprofessional, or lacking in collegiality. Those words get used a lot, for a lot of different kinds of identities and traits. Neurodivergence is certainly one of them. So as a woman who’s neurodivergent, that intersectionality means that I’m always on the lookout for that kind of language of like unprofessional and not collegial and you’re being difficult in some way. Well, or maybe I just don’t understand what it is that you’re asking of me. I also think we need to be really careful when we think about this idea of fit. So especially in hiring, we are looking for someone who will fit. But fit often means like me. And it can be very exclusionary to people who have some sort of neurodivergence, because they may not act the way that you do. But that’s actually a strength, I think. When you look at the different kinds of neurodivergent conditions, ADHD brains are so good at hyperfocus. They just don’t always do a good job of like, understanding time, right, there’s a kind of time blindness. But they’re so good at that. And autistic brains are so excited about the things that they’re excited about. And that energy is so captivating. And so these are not weaknesses, these are strengths that can really help us appreciate things in our work that we wouldn’t if we didn’t have those around. So when thinking about working with colleagues, all of the things that I said before, sensory overwhelm, communication, social interactions, and kind of executive function, we should be thinking about those things with our colleagues as well. So when I design a workshop, for example, in our Center for Excellence in Teaching and Learning, I’m thinking about, “Okay, how do I create a space where the chairs could be moved away from the rest of the group so that people can have a little bit of space and kind of get away from that? Can I dim the lights a little? Can I ask, make sure everybody’s using a microphone, but also let people know that if they want to put in their loop earplugs, as I do, you can do that to kind of limit some background noise. Can I make sure that everything I say is also written down somewhere so that people have something to refer to later? Can I talk about my own experiences in a way that normalizes other people doing the same?” All of those things can be used to make the environment more inviting for our colleagues. The last thing I want to say is that it is so exhausting, as a person with a disability of any kind to constantly having to advocating for yourself. So the more that non-disabled people can lend their support and their voices to advocating for easier pathways to accessibility, the less you’re taxing your disabled colleagues. So thinking about what can I do, that if I did it, would make it easier for a disabled colleague to come behind me and ask for the same?

John: Near the end of the summer you posted on the social media site formerly known as Twitter, something about a podcast and puzzles set of workshops. Have you started that? And could you talk a little bit about that?

Liz: Yes, so I’m really excited about this. And a lot of people who are not at the University of Mississippi are also excited about it. And I’m just trying to get the people on campus excited about it. So the idea here is that, and this was specifically created as a neurodivergent-friendly space. So faculty and staff can come to our center for an hour every other week. So this Wednesday will be our next one. And we play a pedagogy podcast. So we played an episode of this podcast, and we do a puzzle or some other kind of individual or parallel play is what it’s called. So I’m working on a puzzle. It’s in the next room, and I’m not done with it. And it’s driving me crazy, because I don’t like unfinished puzzles. But I have committed to not working on it, except when everybody else is here. But it’s a Funko Pop puzzle of Ted Lasso, so it’s really fun. And we’ve had two of these now, and it’s a small but mighty group who are into this, but the lights are low, it’s indirect, diffuse lighting, there’s lots of different kinds of seating, and one person comes and colors, a couple of people have come and done puzzles. But the idea is that it’s just a way to get together in a social space without the social expectation of small talk. So you can just come and show up and listen to a podcast and leave. If you want to stay and talk you can, you don’t have to, I am hoping that this becomes a movement of podcasts and puzzles. And I’m going to stick with it as long as it takes for me to make it so here, but we have probably like five or six people who have come to one of them. And I hope many more who will as it continues to spread. It’s kind of hard to describe in a website or an email, but I think once people come they see the brilliance of this… I say with all possible modesty. [LAUGHTER]

John: Have people actually finished a puzzle during the course of one of these meetings?

Liz: This Wednesday will be our third meeting. So I think the Funko Pop Ted Lasso crossover puzzle will finish this week, I hope. It’s going to drive me absolutely batty if it doesn’t, and then we’ll move on to another one.

Rebecca: That sounds like a lot of fun.

Liz: It is. And it’s a good way to kind of model why I think so many of our neurodivergent students would really thrive at a kind of way of learning that’s very different than what we’re used to in higher ed. And that’s probably why it’s hard for people to imagine why we’re doing this or what it looks like. But we have writing groups where people come into our room and do their own writing. And just that body doubling of having someone else there, while I’m trying to do something is enormously helpful. And so in this case, like I took two things that I love, that I never make time for because I feel guilty about all the other things I should be doing. So puzzles and listening to podcasts about teaching, and I just put them together. And I hope that more people will see ways to create these spaces that are perhaps a bit unconventional to higher ed. But that can open our imagination to the ways that we can model learning in different ways than the more traditional models that we’re used to seeing.

Rebecca: I like the analogy with the writing group, in that it’s really holding people accountable to do a particular thing, which is to attend to teaching in a different way, by listening to a podcast as opposed to a different kind of workshop or something and allowing them to do something with their hands.

Liz: I also have this very large bucket of fidget toys that I take to every workshop. And I say just borrow a fidget and just play with it and see how that changes your experience of the workshop. And if you find it to be soothing, imagine what normalizing this in your classes might do for your students. So my colleague who’s just a couple of doors down I have one of these little like pop balls that make like these really satisfying noises. And the first time I brought this to a workshop, she said, “Is that the sound I’ve been hearing?” I just play with it all the time.

John: Do you have any other advice for faculty and campuses who wish to better address neurodiversity?

Liz: There’s this phrase in the autism world and the disability world and I’ve been hearing it more and more and it is, “Nothing for us, without us.” And so I can tell you my perspective as someone who is neurodivergent, there’s so much expertise on your campus, and you should talk to those people. So that might be in the disabilities support services area. It might be students in your class, but just like have these conversations and find out, what can I do from my position, whatever it might be, that can make this place more welcoming to people who are neurodivergent? And I think when you’re asking that question, just like with anything else that we might be doing, then people are going to assume good intent. And they’re also going to be much more forgiving, if you make a stumble of some kind, whatever that might be. I don’t know. And so just talk to people, ask them. I feel like this is the most obvious advice that we give as faculty developers, but it’s ask your students, just ask them, they just want to be asked. And so if I was to give any advice that would be that just ask your students: “What can I do that would make this easier for you?”

Rebecca: I know, one thing that we talk a lot about on our campus is that access is really the doorway to belonging. If you don’t have access…

Liz: Yes.

Rebecca: …you’re not going to feel like you belong.

Liz: Just to know that someone is thinking about what you might need is enough to make them feel like they’re included, and that you’re listening when they tell you what they need, would be helpful.

Rebecca: So we always wrap up by asking: “What’s next?”

Liz: I have so many writing projects that I’m just sort of getting started with. So I just recently finished a manuscript on my book, The Present Professor, that I mentioned the last time we talked. And so that’s going through the publishing process and will eventually go out in the world, I assume, knock on wood. So I’m filling my time while I wait for progress there on, it seems like, about a dozen other writing projects, all of which are just kind of me thinking. I’ve been really interested lately in talking about the role of learning outcomes, and what we decide rises to the importance of a learning outcome. And if I may say this one controversial thing that I just keep saying to everyone I know, I don’t think you as a student should be able to fail a class for doing something or failing to do something that is not a learning outcome of the course. So if turning in something two days late means that I fail the assignment, then shouldn’t that be a learning outcome, timeliness? I don’t know. It just feels to me like, if we’re going to assess learning, then we should be assessing learning, and not all the other things that are performance of learning. So I’ve been thinking a lot about that and a whole bunch of other things. That’s what’s next, something, many things.

John: We had a similar conversation with Kevin Gannon, not too long ago who talked about…

Liz: …performative hardassery…

John: That was the technical term…

Rebecca: [LAUGHING]

John: …but it was…

Liz: Yes

John: …in terms of rigor, who distinguished between cognitive rigor and logistical rigor.

John: Well, thank you. It’s great talking to you and we look forward to more conversations in the future. And when your book gets closer to coming out, we’d be very happy to have you back on to talk about that as well as any other topic that comes up in between now and then.

Liz: Absolutely. I so appreciate the work you guys do, and I’m grateful and honored to be a part of it.

Rebecca: It was great talking to you. Thank you

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

Ganesh: Editing assistance by Ganesh.

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303. Higher Ed Then and Now

Teaching practices have gradually evolved as we’ve learned more about how humans learn. From one year to the next, these changes may appear small, but the cumulative effect is profound. In this episode, Todd Zakrajsek joins us to reflect back on the changes that have occurred in higher ed during our careers.

Todd is an Associate Research Professor and Associate Director of a Faculty Development Fellowship at the University of North Carolina at Chapel Hill. He is also the director of four Lilly conferences on evidence-based teaching and learning. Todd is the author of many superb books, and has published four books in the past four years. His most recent book is a fifth edition of Teaching at it’s Best, a book he co-authored with Linda Nilson.

Show Notes

  • Zakrajsek, T. and Nilson, L. B. (2023). Teaching at its best: A research-based resource for college instructors. 5th edition. Jossey-Bass.
  • Zakrajsek, T. D. (2022). The new science of learning: how to learn in harmony with your brain. Routledge.
  • Harrington, C., Bowen, J. A., & Zakrajsek, T. D. (2017). Dynamic lecturing: Research-based strategies to enhance lecture effectiveness. Routledge.
  • EdPuzzle
  • PlayPosit
  • ChatGPT
  • Wayback Machine

Transcript

John: Teaching practices have gradually evolved as we’ve learned more about how humans learn. From one year to the next, these changes may appear small, but the cumulative effect is profound. In this episode, we reflect back on the changes that have occurred in higher ed during our careers.

[MUSIC]

John: Thanks for joining us for Tea for Teaching, an informal discussion of innovative and effective practices in teaching and learning.

Rebecca: This podcast series is hosted by John Kane, an economist…

John: …and Rebecca Mushtare, a graphic designer…

Rebecca: …and features guests doing important research and advocacy work to make higher education more inclusive and supportive of all learners.

[MUSIC]

John: Our guest today is Todd Zakrajsek, and I am with Todd here in Durham, North Carolina. Todd is an Associate Research Professor and Associate Director of a Faculty Development Fellowship at the University of North Carolina at Chapel Hill. He is also the director of four Lilly conferences on evidence-based teaching and learning. Todd is the author of many superb books, and has published four books in the past four years. His most recent book is a fifth edition of Teaching at it’s Best, a book he co-authored with Linda Nilson. Welcome back, Todd.

Todd: Well, thank you, John. Well, this is exciting. And Rebecca may be a long ways away, but I have never been arm’s length from a person who interviewed me for a podcast before.

Rebecca: Isn’t that cool?

John: And we’ve really done that before either at a conference or at Oswego,

Todd: I feel very special.

Rebecca: Well, we can celebrate with our teas. So, today’s teas are:… [LAUGHTER]

Todd: I’m drinking a peach mango that I got from some teas that John brought, which are fantastic.

Rebecca: John, how about you?

John: I am drinking a Tea Forte black currant tea, which I brought from Oswego, in a new mug that was given to me by Claire McNally, when she visited this area last week.

Todd: Love Claire, she’s fantastic.

John: And it has kangaroos on it.

Todd: Yeah.

Rebecca: And I can’t see it. Let me see it, John. Oh, that’s a cool mug.

Todd: It’s a good mug. I got a mug from her university. But I didn’t realize I should have brought it. So I feel bad about that. But it is a podcast. So I didn’t think about what it would look like.

John: That’s true, we generally don’t do a lot of visuals on here.

Rebecca: And I have a blue sapphire tea in my Tea Rex mug.

Todd: Well, that’s a nice mug,

John: We’ve invited you back to talk a little bit about how some of the changes you’ve observed in college teaching across your career have impacted how you teach today. When did your work in higher ed begin?

Todd: Actually, it started when I was a graduate student. So back in 1987. So there’s no reason to try to figure out how old I am. Now I’ve basically specifically dated myself here. I started teaching, I got to teach an introduction to statistics course. And I had so much fun that I taught again the following year. And by the time I left my graduate program, I had taught more courses in that program than any other graduate student had ever taught in the psychology department there. I really loved teaching right from the beginning, when from the beginning, very concerned about student learning, and just getting rolling.

Rebecca: What was it about the teaching, Todd, that really got you hooked?

Todd: Just watching the studentsis. it’s the same thing as it is today, when you have an individual who’s struggling with something, and suddenly they get it and you realize that they may eventually get it on their own, but you realize how much you’ve helped them to move that along very quickly. And facilitating the learning process, I just really love that. That doesn’t mean I was fantastic at it. But I really did love it.

Rebecca: Sometimes the things we love the most are things that we’re not great at to start with.

Todd: That’s true.

John: My experience was similar, actually, I started in 1980, with a course where I had a fellowship, so I didn’t have to teach. But there was a sudden shortage in the department. And they asked me to fill in. And I was planning to go on into research. But it was just so much fun teaching that I’ve never stopped.

Rebecca: I taught as a graduate student too, and taught the whole time I was there. But I started a little bit later in 2003.

Todd: Alright, so that was a couple of years later.

Rebecca: Just a couple.

Todd: Yeah, I had kind of a funny start, I will mention that when I first started that after the first semester of teaching, my students got almost all As and Bs. And the department chair called me in and he said, “I’m not going to have you teach any more courses.” And I said, “why not?” And he says, “Well, you give grades away like candy, we have to have better standards than that.” And I said, “Well, how are you basing that?” And he says, “Well, you know, we looked at the grade point averages.” And I said, “Well, how about if I bring in my final exam, and just walk through it, and then you can tell me how it could change to be more rigorous.” And so it was great. I showed it to him at the beginning. And like the bottom of the first page, the students had to calculate a statistical value, then I had them explain how they came about that number. But if they had used a different test how might it been inappropriately found and what the interpretation might have been, based on the fact that they had done it wrong with a different test. I thought it was important for them to understand how these things can change. The Chair said, “I can’t believe you have your students in the first class actually talk about various tests like that.” And I said, “Yeah, I did. Then we turned the page he says “You did nonparametric tests?” I said, “Well, yeah, we did parametric tests, but then I thought they should know the equivalent.” And he said, “We never do that.” And then he turned the last page and he said “You had them do a two-way ANOVA? You’re only supposed to go through one-way ANOVA.” I said, “Yeah, but we’d finished everything and we still had a week left. And I figured I might as well introduce the next concept to them. And so I showed them how to do a two-way ANOVA and they ended up with all As and Bs. So if you could help me in how to push their grades down and give them lower grades, I’m perfectly happy to do that.” And he then set me up with two courses the next semester, but it’s that reliance on the teaching evaluations is always funny.

Rebecca: Todd, it’s just funny, as we’ve gotten to know you through the podcast [LAUGHTER] it sounds so perfect that that was your first experience. [LAUGHTER]

Todd: Yeah, I’ve lived my entire career on the edge. [LAUGHTER]

John: And those sorts of arguments are still occurring in a lot of classes today about rigor and the need to keep grades lower.

Todd: Yeah.

John: They’re less severe than they were a few years ago.

Todd: Yes, but also looking at how well a person’s teaching based on student evaluations. I mean, we should be looking at authentic assessment. Some things have changed through the years, some things have not changed through the years.

Rebecca: Well, technology is one of those things that has changed.

Todd: Woosh, yeah.

Rebecca: Can you talk a little bit about what tech was like in the classroom when you first started and how it’s evolved a bit?

Todd: Yeah, I know you have some listeners who have been teaching for a very long time. So those of you have been teaching for like 30 to 40 years, just stop and think back about what it was like when we first started. For those of you who have been teaching like Rebecca since 2003, let’s just mention that technology back then was mostly pens and chalk and chalkboards. So back then, of course, there’s technology, there’s always technology, but we were using overhead projectors. This was long before the internet came along to really be used in the classes. LCD projectors were not out yet. Canvas, Blackboard, Sakai, all those learning management systems were not around. We didn’t have any of the ways to email individuals, you couldn’t email your students back then. And there was no ChatGPT to write your papers for you.

Rebecca: But there were calculators that could do all the work for you.

Todd: Yes, but this is the cool part. Back when I started teaching statistics, I’m glad you mentioned the calculators, huge debate back then was whether or not the students should calculate the statistical values by hand using the calculator, because computers had just come onto the scene and we could punch the data into a computer and have a computer run an ANOVA for you. Should you calculate it by hand? Should you run it to the computer? And there was a huge camp that said you should do it by hand or you will never understand a statistical value. And I said, “You know, we’ve got the technology there. Why don’t we have the students use the computer to do the mundane stuff, and we’ll have more time to talk about the theoretical and the important implications.” But even back then we were having the discussions about whether to use the technology at hand or not. Oh, and by the way, we are also hanging grades on doors. So we would figure out the grades, we’d tack it to the door, and then the students who want to know what their grades were for the class would swing by and look at the door.

John: And they were sorted alphabetically, to make it easier for people to find where they were in the grade list.

Todd: Yeah, it was great. We listed them according to their social security number, [LAUGHTER] which was a little different back then. And yeah, we actually did that back then. But as John pointed out, they were listed by number so nobody knew whose number went with whom, except, surprisingly, they were alphabetical on the door. So not only could you figure out Armstrong’s exam score, you’d get Armstrong’s social security number as well. Yeah, times have changed.

John: And it was also back in the day of dittos and mineos as well, which was the only way of disseminating information on paper.

Todd: This is so much fun. We’ll get to some real meat of this thing. But that walk down memory lane has some fun stuff too. The dittos…

Rebecca: I remember dittos, just for the record, okay.

Todd: Yes. So you probably remember, if you dittoed just before class, and you handed it out in class, the students would all pull the ditto up to their face, so they could smell the ditto fluid. And they got that smell. I was running dittos one time in the graduate student office, and I noticed when I looked down because it ran out of fluid, and I had to put some more fluid in, and I looked down and I noticed that the floor was kind of eaten away by this ditto fluid. And then… this is the best part… About a month later, I was digging for something in the closet and I found extra tiles and I thought they should put these tiles down to replace the ones that are all eaten and on the side of the box it said these tiles were long lasting and durable, reinforced with asbestos. So that ditto fluid was eating through asbestos tiles. That’s some strong stuff.

John: …to make it a little bit more friable so that it would disseminate in the air nicely.

Todd: Well, there had to be something to help the faculty members who were running all their own dittos to not mind doing it, and one way of doing this is to have them use ditto fluid, because I’ll tell you, you may not have liked it when you started, but by the end, it was all right. [LAUGHTER]

Rebecca: It’s funny that we’re taking this walk down memory lane, because on our campus, I was in our historic lecture classroom today in Sheldon Hall.

John: What are some of the other changes that have occurred and how have they influenced how we teach?

Todd: Yeah, so it’s interesting, I did the walk down memory lane and we were chatting about this stuff. It’s all fun, but thinking about how the changes have taken place. I think that’s really important. So there have been massive changes. I think that we tend to forget, it’s so easy to communicate with students now. Heck, people are texting now so that you can text back and forth with students. But think about how that has transcended or gone through time. There was a time when I would have to call and leave a message for a student on an answering machine, and then they would call back and we would try to find a time that we could talk on the phone. If we wanted to have a conversation. I could either leave a note for the student or I could call and leave a message that says least come see me after class. So even having a conversation with a student was difficult, then it became easier with email because you could start emailing back and forth. And now we have Zoom. And the equity in the way that this has changed, just think about the difference of this, if I’m leaving a message for a student, they may not even have an answering machine, if they’re living off campus with limited means back then. So even getting in touch with a student would be challenging. Now I can have a Zoom conversation with a student who doesn’t have to hire a babysitter, who doesn’t have to find reliable transportation, who doesn’t have to drive across town and burn gas, and to do all of those things that it would take to have a 15-minute conversation that in the past would have been really hard, and even four or five years ago would have been challenging. The grades, why in the world would a person have to leave… and I was teaching in very northern Michigan, there were days that the wind chill was 75 degrees below zero… and students would leave their dorm rooms and walk across campus to see a grade on the door. It’s actually physically dangerous. And now we have learning management systems, we could post things for students. Interlibrary loan used to take weeks to get a document that you can now go on and get. People can lament all of these technological changes at times, but we’re actually creating more and more equity within the higher education system as we make certain things easier. Not saying that we’re anywhere near an equitable system yet, but we’re moving in a really good direction. And a lot of those changes are helping us to get there.

Rebecca: I’m thinking about all the times when I get to go to the door or meet after class, it really assumes that students are a certain kind of student, they’re full time, they have time. And our students now are working [LAUGHTER], and where they’re juggling a lot of different schedules and things.

Todd: Yeah, and I mean, we want to be careful too. And I agree with you 100%. But they were juggling back then too. But some of the things we were doing, for instance, I taught a night class. Now I would probably suggest if I was going to teach a class from 7 to 10pm that I would teach it through zoom, because there’s a lot of reasons that it’s good to do. But I had students that I noticed in class, would very quickly at the end of class would start talking to other students and I couldn’t figure out what it was doing because a lot of buzzing and stuff. And what I found was that there were certain students who were uncomfortable, and we were in a very safe campus, but they were uncomfortable walking to their car at 10 o’clock at night. So I started saying to the students, “Hey, I’m gonna park a car… and when we showed up, there were quite a few cars there… but I’ll be under the second light, I drive a little red Chevette, not a Corvette, a Chevette, but I’ll have my car there. If you want to park near me, we can walk out together.” And there were students that were not paying attention to almost any of the class because they were fearful of how they were going to get to their car safely. When you think about Zoom and stuff, it’s even safety factors, I would never have a review session now like I used to at 8 to 9 pm the night before the exam because I’m exposing people to potentially dangerous situations. Now we’d have zoom sessions. But I could tell you 40 years ago, there was no even concept of what zoom would be and how it would work. Even Star Trek didn’t have stuff like that.

John: And there was also, besides the inequity associated with people who were working, many campuses had a lot of commuting students who could not easily get back to campus for office hours. Or if they were just taking classes on Monday, Wednesday, Friday and your office hours was on a Tuesday, they’d have to come in that extra day, arranging childcare, or their work to be able to fit that into the schedule.

Todd: Yeah, it really did start to change that system. So we got a little bit more equity, and like you were saying too, the commuting students, the part-time students, the students taking distance courses. When I first started teaching, I was writing… oh my word, remember the correspondence courses? …and you mail away and get a packet of material, you take a test at a local library and, and they talk about distance education being not as good as on campus, but at least better than nothing. And now we’re finally getting to a system where we can stop assuming that those folks who are coming in for part-time courses and stuff are just getting something better than nothing. They’re actually getting something similar to full college courses, which some of those online courses are actually as good or better than college courses that are on campus. But all that’s changing with the technology. It’s crazy.

John: And there’s a lot of research that supports that in terms of the relative learning gains with online and face-to-face, as well as hybrid courses, which seemed to outperform others in a few meta studies that have been done. But those were options that just weren’t available back then. And the early online courses were often designed to be replicas of face-to-face classes, and they probably didn’t work quite as well. But we’ve learned since that, which brings us to the issue of research. During the time that you’ve been teaching, there’s been a lot of research on teaching and learning. While some of it was taking place, it wasn’t very widely disseminated to faculty.

Todd: Yeah, that is true, too. It’s so much easier to get technology out. It’s easier to gather data, it’s easier to write it up. It’s easier to edit it so all of those types of things that are happening now that couldn’t happen before. And as a result, we’re learning a lot more about how people learn, you know, the book I did on the New Science of Learning, looking at a lot of the ways that students learn. And part of it’s just the ease of getting to information. But also part of it’s just being able to investigate how people process information. I used to teach Introductory Psychology back then, we would talk about the stages of sleep. And nobody really knew, for instance, what REM sleep was about, we knew that you had to have it or else it caused some problems. Deep sleep we knew was important, we now have indications that deep sleep for consolidation is necessary for semantic memory. If your sleep is interrupted, you can get eight hours of sleep. But if you don’t get deep sleep, the information doesn’t get consolidated. Procedural memory, how to give shots and kick balls and do anything procedurally looks like it’s more solidified during REM sleep. So again, the different types of sleep are associated with us learning long term, different types of information. We never knew that before all this technology was running around. In fact, back then I gotta say, I remember from my intro psych class being told that you were born with a certain number of neurons, and as you live through life, neurons would die. And if you killed them by drinking or doing something like drugs or something, they were gone forever, and you would never get more. And if you broke a connection, it was broken forever. That’s just simply not true. But it’s what we thought back then. So technology has really allowed us to look better at how people learn, different ways of helping them to learn and different ways they can even study. By the way, before we move on, we now have this physiological demonstration that staying up all night and cramming the night before the test. Even though it gets you slightly higher grades on the test, we now know that because the information is not consolidated that it won’t be there a week later or two weeks later. So we’ve always told students, you shouldn’t do it, but now we can actually show them why it doesn’t work.

John: And the LMS itself has offered a lot of ways of giving more rapid feedback to students with some automated grading with some things to give them more low-stakes testing opportunities. And those were things that we just couldn’t easily do back when you started teaching.

Todd: No, John, that’s a really good one. And we know that one of the most consistent findings right now in all of learning and memory stuff is that the more often you do something, the easier it becomes, long-term potentiation. Which means the more frequently you retrieve information from your long-term memory, the easier it is to retrieve. And just like you’d mentioned, we can now do LMS systems that are set up so that you could do practice quizzes, you could do dozens or hundreds of practice quizzes and keep pulling that information out over and over and over again. That was just not possible before this. And so the LMS helps with that, it helps by giving feedback, really good feedback so that students know what they’re doing well, and what they’re not doing well. And it helps faculty members to design feedback specifically for certain types of projects, and so that I can more easily give more feedback without spending a lot more time on it. So LMSs have done a tremendous amount of work. And that’s not even mentioning the fact that you can have all of the LMS systems loaded with the content. So students can log in and get their information without leaving their house. If there’s fiscal challenges with your class, you can put in articles, the students may not have to buy a book, they could read the articles. And so we’ve got students who were able to come to classes because they can afford to be there. By the way, I remember being on a committee when I was a graduate student, and we were looking at financial aid and different financial systems. And I remembered asking the Chief Financial Officer, I said, “What increase in tuition does there need to be before you start to see students drop off because they can’t afford to be here?” And this was about 40 years ago, but he said $100 for a year, if they have to pay $100 this year more than last year, some students won’t come back. If we look at the price of textbooks now, textbooks can cost $400. So, a book like that is definitely going to make a difference between some students being able to take the class or not. So LMS systems make this possible.

John: And they also make it easier to share OER resources that don’t have any cost for students, or some less expensive adaptive learning platforms, giving all students that first-day access. I remember, not so long ago, when I was still using textbooks in some classes, students would wait several weeks before they got that book. And that put them at a severe disadvantage. And the people who were being put at a disadvantage. were generally the students who came in with the weakest backgrounds because they came from lower resourced school districts.

Todd: Yeah, if they had the resources, they would have the better background foundational material, but they’d be able to buy the books. And you mentioned OERs. So open educational resources are really another thing that are really valuable because back then, before the technology, you couldn’t produce something that would be readily available like throughout the world. And so this project that’s going on now where they’re doing introductory level books in all the different disciplines, you can get an OER introductory psychology textbook that students can log in and read. None of that was possible before the technology. So even the creation of OERs has changed so much.

Rebecca: Well, speaking of digital materials, libraries have changed significantly too over time from having completely physical collections and interlibrary loans and things that take a lot of time to having a lot of digital resources, which changes access to research and materials that you can populate into your classes, but also can aid students in the work that they’re doing. Can you talk a little bit about the change in libraries and how that’s impacted how you’ve taught?

Todd: Yeah, you know, libraries have been fascinating to watch over the last 40 years, because it used to be the biggest challenge librarians had before them was which books to put on the shelves because there was a finite amount of shelf space. And there were lots and lots of books. And so that was the big thing. We used to take out journals that weren’t used very much to make room for other journals. Through time, little by little, they started digitizing all that stuff. And I can remember chatting with librarians, one conversation I had was back around 2001. I said, gonna be interesting, because there’s gonna come a day where there’ll be no books in the library, and the Dean of Libraries said “Well, there’s always going to be books.” I said, “Not always, potentially.” But even if we reduce them, I said, “What is your foresight? How is the library going to change?” And so he had a couple of ideas. But what it basically boiled down to our conversation is, I always felt like a library was like the brain of the campus, it had the books, and it had all of the information that you could go and get. As the books left, and things were diversified in a way that you could find this stuff, you could get all the information right from your dorm room, or from your apartment, when the internet came along, you could get anything you needed, then the library was still a physical space that was in the middle of campus. And what it should become is a learning commons, a place where people go to share and to learn from one another. And I think that’s what’s really changed is individuals still just pile into libraries and use the space, but they use it in different ways. They go there to meet other individuals to work, which they did before. But they took away that aspect of going there for the book part. And it meant all of those shelves got emptied, and they started pushing them out. And you can go into libraries right now that have very few shelves. But they have webcams, they have smartboards, they have spaces where folks can plug in their computers and share with one another. They’ve got screens set up so that you can project and have students sitting around a table, they’ve got Google Glass set up, all of these types of things that bring students together to use technology to learn from one another.

John: And they have cafes to help support that to make it easier for people to gather.

Todd: Yeah, you could swing by and get a cup of tea.

Rebecca: It’s funny, even when I was in high school, my sister and I would rely on going to the library to have access to a computer so that we could even type of paper, because we didn’t have one at home. And that kind of place of having the technology started a long time ago, but it’s amped up quite a bit over the last 20 years.

Todd: Yeah, and I agree completely. And the computers that are there. I mean, even right now, with the books dissipating, there a’re still large numbers of computers. And oftentimes, they’ll even be an area in a library that’s carved out with really high-end computers. But it gives students an opportunity to go. We make this assumption that everybody has a computer and they don’t. But libraries give them that opportunity.

John: Yeah, for those students working on smartphones or Chromebooks, that gives them access to all the tools that students with $2000 or $3000 or $4,000 computers.

Todd: Yes, because smartphones can work for lots of things. But they’re a little tough to write a paper on

John: When I started teaching, and probably when you did too, the predominant mode of instruction, which actually still is often the predominant mode of instruction in many departments, was lecture. That’s changed quite a bit since then. Could you talk a little bit about the shift from lecture-based courses to courses that involve much more active learning activity?

Todd: Yeah, or they just involve a lot more of everything. The concept of flipped classrooms, which was almost impossible 30, 40 years ago, because you really couldn’t get the information to the students. Yes, it was kind of possible, but whoo, if it was hard now, it was really hard back then. But the ability to get information out to students that they can read it before they come to class. But coming back to the lectures… So I’m going to take this moment and those of you who know me know that I’m going to do this, is that we still have no evidence that lectures are bad, but there’s something that we need to really keep in mind. I think this is vital. I do think it’s important for us to be able to talk about buzz groups and jigsaws and fish bowls and lectures and Socratic lectures, discussion lectures, all those different methodologies out there so that we know what we’re talking about when we chat with one another. But I do think it’s time that we stop talking about lectures being more effective than one thing or fishbowls being more effective than something else and look at the components of what is valuable in a learning experience.

John: And a good reference for that is a book on Dynamic Lecturing, which you happen to be a co-author of.

Todd: That is true and in fact that there’s the Dynamic Lecturing. And then there’s a chunk in that about The New Science of Learning. And then there’s a whole chapter in that about Teaching at its Best, because that’s a good point, John, thank you.

Rebecca: It’s almost like you’re trying to slip it in everywhere you are.

Todd: Because the research… people keep talking about one methodology being better than another. Here it is, folks, you can be a hideous lecturer, you can be a phenomenal lecturer. And if you’re a hideous lecturer, you’re not going to learn anything. If you’re a phenomenal lecturer, students will learn from you but they won’t learn all the time, it depends on some student factors. I’ve actually been exposed to group work in flipped classrooms that were awful. And so that concept is we start thinking about and this is why it’s going to come back to the technology, we think about the elements that need to be there, that are necessary for learning to take place. I’m just going to do this, because it’s not the topic I’ll make it very brief, is let’s just go with three things. If you don’t have your attention, as a teacher, if my learners aren’t attending to what I’m saying, if they’re on their phone or thinking about bacon, then they can’t process what I’m presenting. And if you’re having a think-pair-share, if they’re not attending to the person they’re sitting next to, you have to have attention. Number two, they have to have some value. If I’m hearing somebody or I’m reading something, and this has no value to me, it’s really hard to get it into your long-term memory and to learn it. And number three, I have to have a clue of what’s happening, I got to understand some aspects. Now if we think about attention, value, and understanding, now we can flip back to the technology. This is why gaming works. Gaming draws the attention, it increases the value, because you want to win the game, and it has understanding. We have all played games. You open up the old board games, and now it’s digital, where you don’t have a clue what the game is. It’s like, if you advance a player four pieces and the opponent advances five pieces, you have to go back three spaces, unless it’s a Tuesday. When those instructions are that complicated, you don’t understand. So we can use technology to help with attention, we can use technology to help with the value of what’s going on. And we can use that technology to help with understanding. Those are things that were very difficult before. And they allow us to do things like a mini lecture and then shift over to an active learning exercise, and then say, take all this information and create a Zoom session tomorrow that will go over it again. So the technology has really helped us to be able to do all of these things to get at the core of learning, a topic I barely care about. [LAUGHTER]

John: That’s an important one, because people often see this as this binary issue where you lecture or you use active learning. And there are some really effective ways to combine them. And in fact, in that book on dynamic lecturing, it was suggested that lecture can be more important in introductory courses, when students don’t have as much of a knowledge base.

Todd: You’re absolutely right. Discovery learning is a really great way to learn if you’ve got a lot of time. I can just put you into a room with some other people and say, “Here’s some data, and here’s some things we need to know. Go.” And if you don’t have any foundational knowledge at all, it takes forever to figure it out, you go online, you know what to look for, I could do a five-minute lecture, and at the end of five minutes, set it up and say, “Now go and work with your neighbors. In fact, here’s what we’re going to do, we’re going to have you each work in small groups in class, I’m going to open up a Padlet. At each table, I want you to go in and add your information or put it into the column that corresponds with your group number.” As an instructor, I can watch everything develop in front of me. While I’m in the room, I can look at my laptop and see it and walk over to a table and say, “looks like you’re struggling a little bit.” I’ve lectured, I put them into small groups, I’ve had them use technology, I’ve created a little bit of competition on who can come up with what and I’ve had a way for me to monitor it and give them feedback. That is so different than what teaching used to look like. So pulling it all together, that’s what we do.

Rebecca: The tools to be able to monitor have been really helpful in my own teaching and being able to get a better pulse on what’s going on and get a nice overview and then be more targeted in how to interact with small groups rather than just kind of wandering around more aimlessly like I think I did initially. [LAUGHTER]

Todd: Yeah, and this is all going to be great until we get our cognitive load headbands that I’m waiting to be developed. So anybody who’s listening, take this idea, run with it, you can make a bazillion dollars and then take me out to dinner or something. I want a headband and the headband has a light and it measures brainwave activity. And then as I’m teaching, if you start to be a little bit like it’s a little bit too much, you’re moving out of that zone of proximal development, the light turns from green to a yellow. And then when it hits red is like when you’re trying to put together an Ikea bookcase and someone comes by and says “What do you think of this?” and you say, “Errr, I’m working on an Ikea bookcase right now.” …that shutting down with that red light. I’m telling ya, that’s going to be the technology we’ll want next.

Rebecca: It would be so helpful. [LAUGHTER]

Todd: You can actually look and see somebody else’s zones of proximal development and their cognitive load. Whoof. Which by the way, there’s a little party game that they’ll do periodically at parties. It’s like if you’re a superhero, what would you want your superpower to be? And I was in a room one time and one person said they wanted to fly and somebody else said that they wanted to be invisible, which real quickly in my head, I’m thinking, what could you possibly gain that wasn’t illegal or creepy if you’re invisible. So aside from that, transporting and everything else, and they got to me, and I said, “I want to be able to see people’s zones of proximal development. If that were my superpower, I’d be the best teacher.”

John: I bet that went over really well at those parties. [LAUGHTER]

Todd: Yeah, my friends all said “You are amazingly smart and quite insightful.” They used different words, but that’s what I heard. [LAUGHTER]

Rebecca: They didn’t start with what is that? [LAUGHTER]

Todd: As soon as I start talking, most of my friends just shake their head and drink whatever beverage they have near them. [LAUGHTER] So yeah, it’s good times, good times. They’re all impressed. They don’t say it all the time, but I know they are.

Rebecca: I think one of the things that often happens with technology is that it allows us to get things quickly and move through things quickly. But sometimes, as you just noted, learning doesn’t happen quickly.

Todd: Yeah.

Rebecca: Can you talk a little bit about speed and the difference between maybe not having all the technology and all the things really quick versus maybe now where we have it at our fingertips, but do we always want it at that speed?

Todd: So there’s another study that I’m waiting to see. This is an easy study, folks, somebody can run this one quickly. We all know that students are listening to any recorded lectures or recorded material that they have to watch, 1.7 is about the best speed that we tend to see people listening. 2.0 is a little bit fast for some folks. 1.0 is like normal speed, that’s no good, too slow. So what I’m curious about is the space between words and between sentences that our brains, because they move so fast, we can listen faster than somebody can talk. And we have all this other stuff going on is I can be thinking and processing while you’re talking to me. But if I bumped that up to one seven, I think we close the gaps. And I hear it a lot faster. But what I don’t think is happening is the cognitive processing while I’m listening. The active listening component to it. So I think technology can create concerns in those directions. And students who do try to process material too fast… we’ll wait and see.

John: And that’s especially important in flipped classrooms where students do watch these videos outside. One of the things I’ve been doing with those, though, is embedding questions in the video so they can watch them as quickly as they want. But then they get these knowledge checks every few minutes. And then if they find they’re not able to answer it, they may go back and get their attention back and watch that portion again.

Todd: Yeah, I think that’s a really good way to go. EdPuzzle’s kind of a fun technology to use. I don’t know if that’s the one you used.

John: I’m using Playposit, which is a bit more expensive, it works beautifully. I love it, they did just double the price this year, though, it was bought by a new company.

Todd: This is the tricky spot now as the prices are going up. You know, inflation is a terrible thing to waste. Anytime somebody can raise prices now it’s like, “ooh, inflation”. So you know, prices double, inflation is 8% with runaway, now it’s back down around three. But when inflation was 8%, they doubled the price and say, “Hey, we’ve got to,” but yes, it’s some of them are expensive. There’s lots of things that are less expensive. Oftentimes we pay for functionality that help us but the freemiums kind of thing. So stuff that’s inexpensive. I just wanna let everybody out there know just about anything you want to do in class or can think about doing it, there’s a way to do it for either free, or probably under $100 a year, which I know $100 can be expensive for some people, it’s about eight bucks a month. And so things like Padlet that I think might be up around 140 now, so maybe $12 a month, can change how much time you spend doing things, and how much time for students. But yeah, I love the embedded questions to help slow things down.

Rebecca: I think that the cognitive load can happen really quickly if we’re piling lots of information in but not always providing the time to process and use that information in some way in the kind of activities that you were talking about. Or knowing when everybody’s red light is going off in the class.

Todd: Or when people try to do multiple things. I mean, now you’ve got the technology around. So if students are trying to listen to an assignment while they’re texting their friend and have a TV on, I mean, we’re living in an age where there is a lot going on, and people believe they can process lots of things. Evolution doesn’t happen quite that fast. And so I think we have to be careful with that one.

John: One other thing that’s happened is back when you and I both started teaching, the only way students generally communicated their learning was either on typed pages or on handwritten notes. Now we have many more types of media that students can use. And also we’ve seen a bit of an expansion of open pedagogy. How does that help students or how does that affect student learning?

Todd: Wow, that’s really changed a lot as well. Blue Books. Remember the blue books? I think they still sell blue books in the library. They may cost more than the I think it was eight cents when I started, but the concept of writing things down, you turn them into the faculty member, the faculty member would grade them and turn them back. One of the big things that I caught years and years ago was so much wasted cognitive energy in terms of what they produced. I’d read a paper from a student and think this is amazing, and no one will ever see it. It was written for me, I graded it. And now it’s done. I think the technology has changed so many things. One of the biggest things, I would encourage all the listeners, any faculty member out there is, whenever possible, create something that will take the students’ work, the things that they’re doing, and use it to make society better. It’s not that hard. There’s assignments that you can do on Wikipedia. Anybody who wants to complain about Wikipedia, if you don’t like it, I’m gonna go back to Tim Sawyer, who is a faculty member of mine, my very first time I ever did TA work. I was complaining about some students. And he said, “You can complain three times. And after you’ve complained three times, either stop talking,” he was a little bit ruder about that, “or do something about it… just shut up or do something.” And so I complained about Wikipedia for a while, that it wasn’t all that effective. And I thought, well, if I don’t like the page on cognitive load on Wikipedia, I could give an assignment of my cognitive Psych class to go on to Wikipedia and fix it. And so you can have Wikipedia assignments, there’s so many things you could do. Here’s one for you. If you’re doing one on communication, you could have your students go and take pictures or short videos somewhere on campus of something that’s meaningful to them, and then jot down why it’s meaningful, take that compilation of stuff and send it over to the office on campus that does publicity. What better way of drawing students to campus than to have all of these students that have said, I love sitting by the pond because… and in the past, we would have had students write a paper about someplace on campus that you think is effective, put it in the blue book, we would grade it, we turn it back to the students. And that is a waste of possibilities. And so I think we do have lots of ways that we can get the students involved in helping through technology,

John: One of our colleagues in SUNY, Kathleen Gradel, had an assignment for a first-year course, where the students went out, took pictures, geocoded it and added it to a map layer that was then shared with other first-year students about useful resources on campus and their favorite spots on campus, which is another great example of that type of authentic learning.

Todd: Yes, for the authentic learning, there are just so many possibilities because of the technology. If anyone doesn’t have ideas, ask deans, ask the provost, ask the president on your campus, like what kind of information would be helpful, either for the next round of accreditation or for just helping the campus and we can design those things. Another one I did was we took students to the museum. We’d go to the museum, almost any class could kind of find some way to tie museums in, and through the museum, not only would they write stuff that the folks at the museum who did curation would help use, but also just helping the students to see how issues from the museum, how artifacts and things can be used in their own life, to better understand.

Rebecca: When I first started teaching, community-based learning was popular, in fad at the time, and I think having the experience of being a student in a class like that, but then also a faculty member teaching classes like that has really informed the kinds of projects that I do. Maybe they’re not always community-based learning, but they’re often community oriented, whether it’s the campus or even the surrounding community that the campus is situated in to help students get connected. There’s so many nonprofits that need partners and love, there’s always a project that can be done. [LAUGHTER]

Todd: There is. And I used to be a director for a service learning component of the campus. And yeah, there’s just so much out there that we can do to help others.

Rebecca: And students always had such a strong connection. And they didn’t want to fail because other people were depending on them. And so there was a real investment in the work that they did on projects like that.

Todd: I will admit that I’ve never experienced it myself. I’ve never even heard of anybody that if the students are doing some kind of authentic learning, that their authentic learning is then used to help somebody else. I have never heard students say “What a waste of time” or “I hate that class,” or “those assignments are just busy work.” They’ve never used those terms.

John: One common sort of project is to create resources that could be shared with elementary or secondary school students in the disciplines. And again, they can see the intrinsic value of that.

Todd: Yeah. Students could write short manuals on how to learn and then pass that on to the first-year students. And so upper-division students could be helping the lower-division students because not everybody can get a copy of The New Science of Learning, third edition.

John: …available from… [LAUGHTER]

Todd: Available at… used to be Stylus. Since Stylus was sold to Routledge, now it’s available at Routledge. [LAUGHTER]

Rebecca: Given the historical background that we’ve walked through today, what if we think about the future? Where do you see technological changes or learning theory changes impacting the future of higher ed?

Todd: Yeah, we’re living at an interesting time. I like to point out to folks that when you go back to Socrates, Plato kind of time there was a thought that if you wrote something down, it would weaken the mind so we shouldn’t write things down. Luckily, some individuals wrote things down or we never would have known. We’ve gone through several iterations of those kinds of things. Samuel Johnson, I believe it was, who said “With the ready availability of books, teachers are no longer needed. If you want to learn something, you could go get a book on it.” Well, that was a couple of 100 years ago. And we still have faculty members, we have students writing things down, we’re reading, I don’t imagine how you could teach without writing things down and having books. The internet came along, as we were discussing earlier, while we were teaching, we watched the internet show up. And there were people who said, “Well, with the internet, there’s going to be no need for teachers anymore, because students can get whatever they want.” I can’t imagine teaching without the internet right now. So as we’ve gone through each of these iterations, there’s been this fear that maybe we’d be supplanted by some technology followed by “I don’t know how I’d work without that,” it’s a little trickier now, because with generative AI, we’re talking about not just something being available, but actually creating something. I don’t know what that’s going to look like. But there’s some real possibilities that the generative AI ChatGPT, could do things like help students who have writer’s block, get started. And that’s an individual that maybe could produce something really cool, but just can’t get started. I didn’t publish my first book until about seven or eight years ago, because I’m one of those individuals who has a terrible time from a blank screen. I just have a terrible time with that. And so now, I don’t use ChatGPT to actually write anything significant. But I will tell you that I will use it for the first paragraph. That’s all, just one paragraph. And then I completely rewrite that. And there’s no actually trace of it. But it’s something that gets me going.

John: So can we count on more than a book a year going forward? [LAUGHTER]

Todd: No, no, no, no, you can’t. So exhausting. But the concepts that will help students that can do that, I think that’s going to be helpful for them. So there’ll be a type of student who couldn’t have produced before, but now can. We are definitely going to run into some challenges, though, with students who are going to just use generative AI and use artificial intelligence to actually create and to hand something in instead of doing the work. So I do think we’re in a challenging time right now. And I wouldn’t make light of that. There’s actually something that I find fascinating from this. Right now, more than ever before, we can actually have artificial intelligence create something for us, especially in higher education, this hasn’t been done before. The tricky thing is that we were the ones to be able to make that possible, because we learned things. If we let a machine do that work for us, we’re not going to be put into the situation or our students coming along, will not be put into a situation where they’re intelligent enough to do the things that need to be done when they need to be done. And so I do think we’re facing a real dilemma right now. If my students, for instance, always do use some artificial intelligence to create a paper and hand it in, if I can’t catch it, they may end up with an A in that portion of the class. But there’s going to come a day when they’re going to have to write something or be able to read something and tell if it’s written well. And so I’m a little bit nervous, we’re entering a phase where by bypassing some cognitive processing that needs to be done, we may be limiting what we’re able to do in the future. Wrapping this up, though, I don’t want to be the person who says if you use a calculator, you’ll never understand this statistical test. So I don’t know where the balance is. But I do think we’re going to have to have decisions coming up that we’ve never had before.

John: Generative AI is drawing on that wealth of knowledge that has been produced. And for that to continue to grow in the future, we do need to have some new materials being created. So that is an interesting challenge, unless it goes beyond unless….

Todd: …unless it creates it. So that was one I thought about, by the way, sometimes you’re sitting around just thinking about stuff and it’s interesting. I was thinking how do I acquire new information. And the way I acquire new information is I go read articles, I read books, I read a ton of stuff. And then I say I think this is valuable, I don’t think that’s valuable. And then I put it together and say here’s what I’m thinking. And now I’m looking at this generative AI who goes out and scans the environment and pulls these things and then creates something new. It doesn’t have the cognitive processing that I have at this point, but…

John: it’s in the early stages.

Todd: We have some folks who are very concerned out there, especially in European countries that are starting to put some guardrails out, because at the point that it keeps grabbing stuff, and then generating and then it grabs the stuff it generated, then it’s going to be interesting. But as of right now, I just read another article, I think it was yesterday, that they’re going out and grabbing the most popular or most frequently written things and then putting it down as if that is right.

Rebecca: The way that you might prioritize as a human with an expertise in something, is going to be really different than a system that’s prioritizing based on popularity, [LAUGHTER] or like how current something is like when it was last published. That’s a really different value system that really changes priorities.

Todd: Yeah, and I think it changes how we teach. I think the way we teach is going to fundamentally shift because we’re going to have to work with students with all these things being available and explain to them and talk to them about the learning process and the value of the learning process. And keep in mind, this isn’t just about ChatGPT writing papers, everybody’s freaked out about that right now. We shouldn’t lose sight of the fact that you could get fresh, cleanly written papers that have not been plagiarized at all, we’d be able to do that for 20 years. There are paper mills, I can either write away or contact somebody and say, “Please write me a 10 page paper on Descarte, and they would write it, I could turn that in. What actually has happened recently is that everybody can do it, even those who can’t afford to have a paper written at $10 a page or whatever it’s costing. And so equity comes back again. [LAUGHTER] Now we’re an equal opportunity cheater. So we have to be careful with that. But I think the way we teach is going to change because all that information is going to be available, kind of like the internet on hyperspeed. And then what do you do with that? It’s going to be really intriguing. I think it’s an exciting time.

Rebecca: So Todd, this episode’s gonna come out right at the beginning of this semester. So you’re saying we need to be thinking about how to change our teaching. ChatGPT’s here, what are you doing for the Fall differently?

Todd: Well, I think the biggest thing is what we were just talking about, looking more at the learning process, which has been a big thing for me for the longest time, is explaining and talking through the learning process, I can hand you all this information, but if I hand it to you, you don’t learn. In fact, one of my favorite examples came from a friend of mine, and it was the gym, if you want to get in better shape, I could pay somebody to go do sit ups for me. And then I could somehow log in the book at the gym that 100 Sit ups were done, use the passive voice there, and somebody else did them for me, I’m not going to get in better shape unless I do the situps. So I have to do the work, I have to run, lift weights, do the situps in order for me to be able to gain. We need to just turn that into a cognitive process for our students to really gain cognitively they have to do the work. And so I think more than ever, it’s how do we convince students of that? And for the faculty members who say, “Well, that’d be great, but my students just want the grade.” If that’s the case, we have a bigger problem than whether or not some technology can write a paper for them.

John: So how do we convince students that it is important for them to acquire the skills that we hope they get out of college?

Todd: I think this is probably going to come down to the community building, it’s been there forever. If you really want your students to do the work, the best thing you can do in my view, and that’s why I’m gonna say, Rebecca, I don’t think a lot for the way I teach, has changed. You build a community, you build relationships, you talk to the students about importance of things, if you’re sincere about that, and they get that then yes, there’s going to be some students that are going to mess with the system, they have always been there. But you’re also going to get a lot of students who will say, “Yeah, that’s a good point.” And then they’ll do the work. I don’t teach as many undergraduates as I used to, I’m teaching more faculty than ever because of being the faculty developer. But there were years that I would have to tell my students don’t put more time than this in on your paper, you have other classes, you need to do the work in the other classes. Because, and I’m telling you, I am very proud of this, my students would spend a ton of time on this stuff for my class, because they didn’t want to let me down. And I would say you’ve already got an A, I’m proud of what you’re doing, please go work on your other classes. That kind of scenario happens when you build community. And I’m not saying it’s easy, I would never say it’s easy. And it’s not going to happen for everybody. But it is the foundation of good teaching.

Rebecca: So we always wrap up by asking, what’s next?

Todd: There’s just so much going on right now. I think that what’s next for me is I am still in that headspace of coming kind of back from the pandemic, anybody who says, “Yeah, but the pandemic’s all over,” wait for November, we won’t know, we’re going to see. But I still think that’s next is kind of thinking about how we teach and learn in this environment. So moving in that space, it’s probably not surprising. I’m working on the next book here. One of the things I want to do now is the last couple of books that I’ve done had been pretty heavy books. And now I want to write something that’s a little bit lighter. So it’s going to be more of a quick guide with more narrative and having some fun, I love telling stories. I love having fun with people. So I’m going to try to create a book that’s kind of like a science of learning and teaching at its best but really accessible and more of a story-based kind of way of looking at things.

Rebecca: Who is your audience for that book?

Todd: Anybody who will read it? [LAUGHTER] Anytime I write anything, I have to have the audience firmly in mind and think about who am I talking to. And I really believe there is a pretty big overlap with students and faculty who don’t know specific things. And I’m not saying this in a mean way toward any of my faculty colleagues at all. But there’s a lot of people who aren’t taught about things like long-term potentiation and deep sleep in terms of semantic memory, and looking at depth of processing and those types of things. So the same type of thing we can say to a student, we know you shouldn’t cram, but here’s why you shouldn’t cram… faculty learn a lot from that as well. And so my audience for this book is going to be faculty and students, students, because I think it’ll be more fun to read about how to learn in a narrative form like that. And faculty because it’s more fun to learn when you read in that kind of a format for some people. we’ll see.

John: And if faculty design their courses to take advantage of what we know about learning, it can facilitate more learning.

Todd: Wouldn’t that be cool? We could just keep rolling, rolling. What a great amount of work. I mean, a huge amount of work that faculty do. They’re hard working folks that are just cranking away all the time. Number one, making their life a little bit easier by helping to understand things would be great. And just having a little bit more fun would be fun, would be nice way to go to0.

Rebecca: Hey, anytime you can save time, so that we can have more play in our lives is better.

Todd: Yeah, just to do whatever you want to do.

John: Yeah, ending on a note of fun is probably a great way to end this.

Rebecca: Well. It’s always great talking to you, Todd. Thanks for chatting with us and going on the Wayback Machine.

Todd: Oh, you know, I love the Wayback Machine.

Rebecca: I love it too.

Todd: For those of you who don’t know about that, you should check out the Wayback Machine

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John: If you’ve enjoyed this podcast, please subscribe and leave a review on iTunes or your favorite podcast service. To continue the conversation, join us on our Tea for Teaching Facebook page.

Rebecca: You can find show notes, transcripts and other materials on teaforteaching.com. Music by Michael Gary Brewer.

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