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tea for teaching

a podcast on teaching and learning

Category: civic engagement

443. The Public Scholar

Posted in civic engagement, engaged scholarships, higher education, instructional communication, writing
April 29, 2026

The incentives of academia tend to focus faculty discussions within their narrow disciplinary fields. In this episode, David M. Perry joins us to discuss how faculty expertise can be used to enhance public discussions and decision-making.

David is a journalist, a medieval historian, and the Associate Director of Undergraduate Studies in History at the University of Minnesota – Twin Cities. In addition to his books on medieval history, his work on history, parenting, disability, and politics has appeared in The New York Times, The Washington Post, The Nation, The Daily Beast, Smithsonian, Slate, CNN, and many others. His most recent book, The Public Scholar: A Practical Handbook, has just been released by Johns Hopkins University.

  • Show Notes
  • Transcript

Show Notes

  • David M. Perry
  • Perry, D. M. (2026). The Public Scholar: A Practical Handbook. Johns Hopkins University Press.
  • BlueSky
  • Greg Britton
  • Ellen Arnold
  • Arnold, Ellen F. (2012). Negotiating the landscape: environment and monastic identity in the medieval Ardennes. University of Pennsylvania Press.
  • David M. Perry on BlueSky

Transcript

Rebecca: The incentives of academia tend to focus faculty discussions within their narrow disciplinary fields. In this episode, we discuss ways that faculty expertise can be used to enhance public discussions and decision-making.

[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 David M. Perry. He is a journalist, a medieval historian, and the Associate Director of Undergraduate Studies in History at the University of Minnesota – Twin Cities. In addition to his books on medieval history, his work on history, parenting, disability, and politics has appeared in The New York Times, The Washington Post, The Nation, The Daily Beast, Smithsonian, Slate, CNN, and many others. His most recent book, The Public Scholar: A Practical Handbook, has just been released by Johns Hopkins University. Welcome David.

David: Thank you so much for having me.

John: Today’s teas are:… David, are you drinking any tea by any chance?

David: I actually am. I’m drinking ginger tea.

Rebecca: Nice.

John: And Rebecca?

Rebecca: I have blue sapphire tea today, John. I’ve re-upped my supply. [LAUGHTER]

John: Return to an old favorite, and I am drinking a Scottish afternoon tea by Brody’s, one that you had mentioned, and I happened to see it.

Rebecca: You must have been in my stash. [LAUGHTER] It’s usually what I drink. [LAUGHTER]

John: There’s a whole container of this over in the teaching center.

Rebecca: Oh, you’re just trying to woo me over there. All right, we’ve invited you here today, David, to discuss The Public Scholar. Can you tell us the origin story of the book?

David: Not every project has such a precise origin, but this one does because I wasn’t planning on writing it. I was posting on Blue Sky about public scholarship, as I do a lot, and I do it for a lot of reasons, but one of them is that something will happen and I will post: “Here are some pieces I could imagine coming out of this moment. If you want to write one, send me an email, because I try to basically help everyone who comes my way.” And Greg Britton, who is the executive editor at Johns Hopkins press, sent me a DM saying, “Hey, do you want to write a book?” I said, I have other things to write, but I’ll see. And I sat down, and I wrote 1000s of words that day, and then 1000s of words the next day, because I’ve been teaching this stuff for a long time. I’ve been giving workshops. I have a whole set dog and pony show, as I think about it. You know, when you teach something for a decade, the words are already all there. I have said all these words in various ways, and so I just sat down and wrote it. But it’s really just Greg jumping into social media and saying, you want to do it. And I guess I did.

Rebecca: Sometimes it takes a little nudge.

John: Could you define public scholarship?

David: It’s somewhat contested ground. We may not all agree I have what I think is a deliberately expansive, but not all encompassing definition. I like to say that public scholarship is any work that you do that is informed by your disciplinary expertise, by your academic expertise, intended wholly or in part for an extramural audience. And the reason I like it to be so expansive is that I want to obviously include the kind of writing that I do, but maybe not all the writing that I do, for various reasons. We have lots of models of other kinds of things. I would say that when someone who is in the arts faculty produces art in public, whether it’s theater or music or in a studio, that is a kind of public scholarship. My favorite local example is the honey crisp apple, which came out of the University of Minnesota. I’m a big fan of that apple, and I think of that as public scholarship. But also, if you study protests or labor movements and you are organizing a union, I could say that was public scholarship, too. So I really want to include the work that we do, informed by who we are as academics, not just accidentally finding a public audience, but some intention of reaching outside of our walls.

Rebecca: David, how did you get started in public scholarship?

David: Mostly, I got angry about things, and I had a friend named Bruce who was a writer, and he told me how to take my anger and write it down in about 1000 words. And he connected me with an editor, this is in 2006 and said, “This could be an op ed.” I was angry about the way that people talked about medieval history in the context of the war in Iraq. So 2006, a different era, though not as different as I might like. There was a lot of conversation about Crusades, and I thought of it in the context of discourse. I’m an academic. There’s definitely academic articles I could have written about that, but my friend said, “Hey, you could just write this for the local paper.” And I did. And then a couple years later, I did another one. A couple years after that, I did another one, and that’s all sort of the first six years as an academic. And then I got really excited about particular kinds of topics and started doing this writing seriously and really committed to it at some point when I thought, what if I give this five years and see if I like it? That was about nine years ago. So it seems to have stuck.

John: Now, graduate programs generally don’t prepare people for a career that includes a large amount of public scholarship. Most of what we’re trained to do in graduate school is to write papers that may be read by a few dozen other people, may be cited by a few dozen, or maybe, if we get really lucky, a few hundred people. But public scholarship reaches a lot more. What are some of the reasons for engaging in public scholarship to reach this larger audience?

David: First of all, I always want to say I am not opposed to highly specialized academic scholarship for small audiences. There are people who want to set the kind of public work I do and the kind of academic work that I used to do… I have done both… in conflict and they’re just not in conflict. There are different kinds of labor. They have different kinds of purposes. I do think learning to write without jargon is really an important skill for every academic. But I also think that sometimes you want to say something that requires highly specific language, and you should use that language if that’s what you want to say. It kind of goes back to intentionality. I want people to see possibilities to be intentional, but there’s no conflict between what I do. That said, there’s a bunch of different reasons, and one of them is sort of societal good. There are problems. People who are experts can contextualize them or offer solutions or new ways of thinking or connect stuff. There is a whole world out there that is surprisingly eager for academics, and I mean that very broadly, but people with advanced training, advanced scholarship in something to bring that to the public. People actually really like that. Editors are really interested in it, but you do have to know how to communicate that you’re ready to operate on their turf, that you’re ready to work within their norms. You can’t say, “Oh, you want an op ed, here’s a 10,000 word, highly footnoted essay. Publish it, please.” You can’t do that. You have to know how they work. It’s very trainable, and it’s very learnable. The kinds of things you’re doing with podcasting is another manifestation. I am this week making my first one minute Tiktok or Instagram reel-style video with my local newspaper that they’re going to do the work. That’s another form. And am I comfortable? I am not comfortable. I have written an essay. I like the essay. Now. I have to do a video, but I’m going to try, because I think there’s a lot of ways of doing this. It takes work, it takes training, and graduate schools can do it. So that’s one thing. It’s sort of the societal good that people want it. There’s lots of ways to live a life post graduate school, and relatively few of those ways, or fewer and fewer, at least in my field, involve the kind of formal faculty life within these highly structured professional environments that at least, probably our graduate advisors, if not us, lived in. I mean, I was a professor for 10 years, and that was good, but even when I was a professor, I was at a heavy teaching load, and I did not have the brain power to do scholarship in 13th-century Latin during the semester. Just couldn’t do it. I needed summers. I needed hours to get my brain up to gear to do that kind of work. I could think about things and write short-form essays even in those busy semester moments. And then, of course, lots of people are not finding a faculty career. Many don’t even want, necessarily, a faculty career, and this is another way to continue producing and living a life of a mind and having ideas and writing them down and being read and sharing outside of the academic world. I don’t want to say this is alt academic career building, because I got to tell you, the money is not great, but there is some money. It is work. I think that academics should talk about money and salaries and making a living and paying rent. I started accelerating, in part because I had two kids in childcare, and I was at a low funded university that I needed extra income. And then as those kids got out of childcare, I wrote my way out of graduate school credit card debt, $100 at a time, $300 at a time, sometimes as high as $500… pretty rarely. These are not big paydays, but they are paydays. It is labor. You get paid for it. You can then put that money towards whatever you want.

John: There are many people out there who are willing to engage in this type of public communication who don’t necessarily have expertise, and having academics joining those conversations with expertise to inform those discussions is really valuable, I think.

David: What I have discovered is that, particularly when kind of news happens unexpectedly, there is a void, and editors… I have been in a room with CNN editors because they were nice and invited me to sit in on their morning meeting… sitting around a table, talking about the news of the day and asking, “Okay, who can we get to write on this? News happens, there is a space for commentary. Someone is going to fill that space, and I would rather it was someone who has read all the books and done deep thinking, rather than someone who is working at a very surface level, or even at kind of a manipulative, more sinister level, to try to get something done. I want people who know things in public discourse. I just want people who want to do it to be able to do it.

Rebecca: One thing that’s quite different between academic writing and responding to the news in the moment is, as you hinted at, research can be slow in and of itself. The peer review process can be slow. The publishing process is slow. [LAUGHTER] You add all those together, and you’ve got really slow… but you describe in your book this different pacing for public scholarship as we’re addressing stories in the news. And one example that you provide is related to the resignation of Pope Benedict. Can you talk a little bit about this story as a way to illustrate this pace difference?

David: Absolutely and before I start, I just want to say you don’t have to move at this speed to be able to do public scholarship. There are people who write fast and people who write slow. You don’t have to. When the window opens, you need to move into that window quickly, but you can prepare for it. If there’s things you want to talk about that are important, you will have many opportunities to talk about them over time, so you don’t have to. However, the easiest way to get published in the public world is to already be published, and the easiest way to overcome that sort of fairly minor paradox is to move very quickly at a moment when news happens. And so let me describe what that looks like. It’s not my first essay, but it’s my origin story, when I really committed to this. So in February 2013 I was in a very specific academic moment that I like to talk about how this fits within an academic career. I was in my sixth year as a professor of history at Dominican University, a wonderful small school in Chicago. I had turned in my tenure file, so I could not work on my tenure file, which is weird. Even weirder, I turned in my book manuscript that had come out of my dissertation, so that was 12 years of work, or something like that, and I couldn’t work on it because it was in the hands of an editor. But I also couldn’t start something new, because ideally the editor would say, “Yes, let’s move forward, and here’s comments,” and the work would continue. So I was in this weird kind of liminal state at that moment, Pope Benedict retired. I woke up on a Monday morning in Chicago, the news had already broken, but it’s surprise news. It’s not news like when you have a presidential election or the Academy Awards or the Met Gala or something that people know is about to happen, then newspapers and magazines and other kinds of publications, they’re ready. They already have their people and sometimes now hundreds and hundreds of essays into my career, sometimes I’m one of those people. When news happens and it’s a surprise, there’s this empty space, and editors, their job is to have someone fill it, because they have a mission to provide expert commentary in the news, and every editor I’ve worked with really believes in that, but also it’s their job. They need clicks. They need eyeballs. People are going to go to CNN. The top of the homepage is going to say, “Pope retires.” And then there’s going to be next set of readings. There’s going to be three links, and one of them needs to go to the opinion section so they get some share of that readership. So the Pope retired, journalists jumped to Wikipedia. They saw the last papal retirement was in the 15th century. They start talking about that. And I got a very specific kind of what I call academic mad, which is to say I was really mad, and 100% aware that it was as petty as could be, and it did not matter. But I just want everyone to know that that 15th-century retirement was a negotiated settlement to resolve a schism, kind of a fairly calm, heavily mediated sort of way. But in the 13th century, and I am a historian of the 13th century, again, petty, these are narrow academic categories, there was a papal retirement in 1295 of an old man who would become a pope, taken from his Hermitage, wanted to go back to his studies. It felt much more analogous to what Pope Benedict was doing then the 15th-century retirement. A friend of mine who is the expert on this guy, Pope Saint Celestine, posted some pictures of Pope Benedict visiting the tomb. I’m like, this is 13th-century history, not 15th-century history. I ranted on social media, and people said, “pitch an essay.” And I said, “this is ridiculous. I’m aware that it is petty, but it’s my century, so I’m feeling petty.” I did, however, got my kids dressed, I got them out the door, I got them on the bus. Some point in that process, I sent an email to a CNN editor, and four minutes later, I had a CNN gig for this piece, not because my insight was so brilliant, although I have bigger points to make about memory and about papacy and about medieval history and history staying with us that I do think are important, but because I was fast, they needed someone to comment on Pope Benedict’s retirement, and they needed someone who had an idea and was informed. So I presented myself as a solution to their problem, and then they’re done. They would have liked the piece immediately. I had to teach a class, so I turned it in that afternoon. But it did have to move pretty quickly, because within three days, the papal retirement news cycle was over. Then there’d be another new cycle of Papal elections. I wrote about that too, the new name of Pope Francis. I wrote about that too, because Francis named after St Francis of Assisi, also 13th century. Not just 13th century, but 13th century Italy, which is my narrower category. It was just this moment in which I had the specific expertise. And almost every academic I’ve talked to has had a moment where the thing that they know really well has entered the news. And there can be things you sort of know, and there can be ideas you kind of have, and all of that is good. But when the thing you really know enters the news, if you move quickly, you’ll just get published. I’m gonna give one more example. It’s my favorite one I talk about in the book, but also I’m mentioning it with permission. I have a friend named Ellen Arnold who is a genius scholar of medieval environmental history, and her first book was on saints associated with forests, which is, I would say, even more niche than my specialty in 13th-century Italy. When Antonin Scalia died, the Supreme Court Justice, he was at a hunting lodge in Texas dedicated to St Hubert, a medieval forest saint. Then Ellen was in The Atlantic, because she moved quickly and with my encouragement, of course, just like other people had encouraged me, if Ellen can get published on medieval forest saints, everyone can, if they’re ready to move and move quickly and present themselves with an argument, can do this.

John: So the pace at which this can work varies. But what are some other ways in which engaging in public scholarship differs from the process of scholarly publication?

David: Working with editors, if you get accepted, is a really different process than academic editing. I had a wonderful editor for my monograph with a university press. I’ve had many great editors with the collections and journals, but media editor is a lot more in your sentences and rewriting and adding words and moving things around, and it all is happening under your name, and you get to sign off on it. I have occasionally had an editor publish a change without checking with me, but that happened very rarely and should not happen, but they sure do a lot of rewriting. Different people have different relationships to writing. I am dyslexic. I hated writing all the way through grad school, it was definitely a problem. It’s only in my late 30s, and I’m now in my early 50s, that I found this sort of short-form writing. And what that means is that I don’t care about my commas, semi-colons, em-dashes, paragraphing structure, things that other writers do care about, I don’t care about. So if an editor wants to move them around, I barely even see it when I look at the draft. Other people care more. But I would encourage people to see the editor as a collaborator in the best possible way. And when you work with an editor a lot, I’ve had a couple editors who’ve edited over 100 pieces of mine, they just take a draft and they make it a better version of David Perry, because they’ve edited so many of my pieces, they know what the best version of me looks like. If they know what the move I should have done is, they just do it, and then they send it back to me. That does not happen in academia. And it can be wonderful. It can also be frustrating. There can be people who try to take your text and have you say things that you don’t necessarily want to say. And I have a long example about a screw-up of mine, and it was my screw-up, not the editor’s screw-up, that led to an academic rival saying mean things about me on the internet and being correct because I had let a sentence go that I shouldn’t have let go. You should get paid for this work directly. You can get to something like $1 a word, but mostly it’s a couple $100 per piece, but it is still a payday. I really want academics to ask to be paid for their labor. I think it is a disaster that academics do so much writing for for-profit businesses, Elsevier, Taylor and Francis, so on and so forth, and don’t get paid for it. But that’s not my windmill. I’m not going to go with that one. Hopefully you have other guests who will go with that one. But I am going to say that this kind of public work is happening in a market where you should be paid, not always, but mostly you will be. People might read it. That is probably the biggest one, and people might read it at a scale that is actually unfathomable. I definitely have had pieces that millions of people have read, and I can’t really get my head around what that looks like. That out there in this world, millions of people might have clicked on an essay, and it’s not even necessarily because it was my best essay. My most read essay, I wrote while my son was in the bath and I was mad about something, and I sent it to my editor, and my editor said, “This is good. Let’s run it.” It was small changes. And I said, “Great.” It doesn’t really have a good conclusion. It’s not a great essay. It’s okay. It’s fine. I believe everything I say in it, but it is not great writing. But it caught on to a story that had gone viral, and so maybe 10 million people read it. That’s just absurd. I have sort of rules of academic writing, including “move quickly,” but also that you will lose control. It can be terrible. I have had terrible moments. It can be amazing, but it certainly goes out into the world, and then the world can have a reaction to it on a scale that’s just really astounding. And sometimes you can really connect things you’ve written to shifts in Medicaid policy… that’s something I write about… or acts of legislation, or just one person getting mental health help, because they read about my own struggles with mental health help, that’s pretty good. And the only place where I feel like I have comparable impact ever is in teaching. And teaching is always the most important kind of public engagement most of us do, but you can also do it, and you can do it at a scale with this sort of public work that can be really meaningful. I know there’s a couple of laws in which lawmakers were thinking about essays related to my family when they started crafting the law. They were thinking about many things. They’re thinking about hundreds of families. But I know because they told me I was on their mind. That’s a good year’s work, a good lifetime’s work..

Rebecca: How does one be prepared for their moment?

David: That’s a great question. One thing is that you need to move quickly. You need to move in a way that demonstrates you understand what you’re trying to do. And that is a big reason why I have been doing workshops for years, but also why I agreed to write this book. Normally, what happens is, either it’s someone I’ve worked with on a workshop, or someone sends me an email and I’m like, “Okay, I’m going to write you all these things in this email. Try to process all that at once.” Well, now I’ve written that. I mean, it’s a short book, but at much more length, more fully in this book, so that people can be prepared. I like to think that if you read this book, you will start to see opportunities and know what to do and know how to communicate. I have a very specific template for writing an email to an editor. It’s a little pedantic, I guess, how I’m structuring it, but I just got to tell you, it’s a short email. It communicates everything you need to communicate to an editor, and it also demonstrates that you are thinking like a public commentator rather than an academic, that you’re not just presenting yourself as an expert, but as someone with an argument ready to move on. And I just think that’s how you get prepared. And I don’t think most people need to do what I have done, which is overthrow my whole career to do this kind of public work, and it’s turned out great. But I really like to look at what I did in those first seven or eight years, where I wrote one every two or three years when something really moved me, happily or sadly or angrily, that fits in really nicely with a fairly typical academic career, but you need to be ready to move when the moment hits, and so that’s what I’m hoping this book does.

John: People often think that public scholarship has to be in their own discipline or something directly related to what they’ve learned. But one of the things you emphasize is that in the process of becoming an academic, we’ve learned how to learn things quickly, allowing us to get up to speed on topics in the news fairly quickly. Can you give us some examples of areas that you’ve written in, outside of, say, medieval Italian history?

David: Yeah, I’d love to. I want to start by saying this is not about making stuff up, or, if you’ll excuse me, bullshitting. I have been telling students my entire career that I don’t actually care if they learn anything about medieval history, that they’re in my classes because I want them to learn how to learn, and that the skills of learning how to learn, read, write, argument, present, analyze, all the things that we learn in history classes and across a liberal arts and sciences education and in all these different ways, prepare them for a life as an informed person, a lifelong learner. It’s language that I use all the time. It’s language that every Dean and President I’ve heard talk about learning. I believe it, and I just want to say that my career has had me lean into that. It took me a while to get over that belief in it, but I just think it is true, and it becomes most true when you have no choice but to learn. And so the example I talk about the most that has shaped my writing, but also my life, is the birth of my son and his diagnosis with Down syndrome. It was not long after I had just gotten my PhD. I knew nothing about Down syndrome. I knew nothing about the policy, but I knew nothing about life with Down syndrome. I knew nothing about the last 40 years of history which were really significant in that world. I remember some of the stuff that I believed and it was all wrong about what his life would look like, what our life would look like. I could read things, but I had networks of people, reading things and sharing things. And it is in that process of having no choice, at least no good choice, to really apply myself as someone who knew how to learn to this life-changing event. And that’s happened, of course, many times in my life since, and I think it happens in everyone’s life. And when you do that work, and when you think deeply and when you’re ready to go, that is a space from which you can write. And just in general, having worked with so many people over the years, about half the people I talk to really want to write from their discipline in some capacity, particularly people who work on more contemporary issues or more politicized questions in this moment. But other people just want to write. They want to be writers, and they want to write their specialized scholarship in whatever context that means for their discipline. And then they want to write essays about parenthood or death or immigration or falling in love or nature, whatever it is. They just want to be writers. You can do that. It takes practice. There are people who are just naturally gifted at it the first time. But again, I’m dyslexic. I was not naturally gifted at it. Whatever I’ve accomplished becoming a better writer has just been through practice of writing 1000s of posts, 1000s of blog posts, and then hundreds and hundreds of essays. That was my method. And I just think it’s okay to want to be a writer and to say I have learned how to learn. Now I’m going to try to write, and even when it comes to our academic discipline, grad school teaches us, it enculturates us to narrow ourselves in ways that are appropriate to our discipline. I wouldn’t even say I’m an expert in 13th-century medieval Italy. I’m an expert in Venice from kind of 1190 to 1260, that’s what I am, and really only on a couple of specific things related to Venice. Those are the spaces I would claim as expertise as a scholar, that’s just not how knowledge works in any other context. If I’m introducing myself to someone, I’m not going to say, “Oh, I’m a historian in medieval Venice from 1190 to 1260.” I’ll probably just say “I’m a historian.” And only if it comes up will I say I’m even a medieval historian. Sometimes it comes up. I interviewed a rock star last weekend about using the word Crusade in one of his songs, and I had to explain why I was interested. It mostly doesn’t come up. I’m just a historian, and that’s okay. I think we can all just be teachers or just be scientists, just be biologists, just be whatever, in most contexts, unless we’re making a kind of disciplinary expertise claim, and then we got to back it up.

Rebecca: In the story you shared earlier about your first move in this space, this kind of submitting of your tenure folio, but others might be interested in entering this space prior to that moment of their career. What advice can you give about getting this kind of public scholarship to count toward applying and getting a position or tenure or promotion if you’re in that kind of academic space?

David: Yeah, we’ve actually come a long way on this, although there are relatively few cases that I’m aware of in which the load-bearing part of a tenure file is based on this kind of public work rather than a more traditional kind of academic work. In most fields, there’s something that’s kind of load bearing, then the other stuff is window dressing around it. Our tenure and promotion documents do include public work, but everyone I know who’s gone up has gone up with an academic monograph, and then other stuff. I do think it’s actually increasingly easy or increasingly possible, with really good models, to use all kinds of different publicly oriented products as the other stuff in a strong tenure and promotion and hiring case. It is pretty rare for it to be the main body of work, but it is technically possible. If you just go around and you read tenure and promotion requirements, you will see public work, and more and more of them. Disciplinary bodies are increasingly putting out guidelines. I talk in my book about one from the American Sociological Association, one from the Modern Languages Association, one from the American Historical Association. So there’s three. There are more out there, let alone fields like public health or science communication or public history or museum work that have a naturally publicly oriented component. There are guides and models out there, and they’re pretty new. I wrote my first op ed in 2006. The earliest, really clear articulation of how to count this kind of work that I read came from 2008. I’m sure there’s earlier work, and there’s an endless discourse on the public intellectual… that is a different book that I didn’t write. But 2008, it is something that is intensifying, and people are more and more aware of it, and there are good models. The other thing that I want people to know is that when I talk to Deans, Provosts, Presidents, they tend to at least say they’re very open to this kind of thing. I would think that most Regents and trustees and such would be very open to this kind of thing. I do know what it’s like to be in a very standard academic context, and it is other faculty who are the most suspicious of change. If we think this stuff matters, we have to count it, and we have to convince ourselves in our own spaces, rather than worry about, “Well, what will the regents say?” The Regents don’t know. You tell them, “This is good work,” and you point to your tenure, promotion requirement, all things being equal, that’s likely to be persuasive. Now, there are many other structural issues in the university in how things are counted. I’m not just dismissing them, but in terms of sort of snobbery or skepticism or thinking there’s no rigor or significance. the real problem, to my reading, is still among faculty, and that’s where we can change first. And that’s the good news, that we can just change it by changing it.

John: And even if a department does not take public scholarship as seriously as research, we generally are evaluated on teaching, research, and service, and it certainly is a form of service, which often has more of an impact than our research does.

David: It would be great to have a team read 3000 tenure promotion documents and assemble it. I do not have a team, so if anyone wants to give me a team, I’ll be happy to lead that big research project. I do feel like someone somewhere out there with a big research budget should do that work, but you would need a lot more funding than I have as just a freelancer sitting in Minnesota, I have read dozens and dozens of tenure promotion guidelines. I tend to read them before I go to a workshop somewhere, so that’s just sort of carried me through. And often the public engagement work gets put into the service category. And I think that’s great. I think you could say, “Hey, instead of being on a committee, this is what I’m doing on public engagement work.” And I would look askance at a department that didn’t accept that, that tried to say “No, you have to serve on these committees. You can’t just do this public work.” I think that is a very reasonable kind of ask. If your job is three articles or a book and two articles, replacing an article with a sustained practice of public commentary over years… again, that’s pretty reasonable. One op ed is not an academic article. 100 op eds might be an academic article rather than counting, a sustained practice. I just think these models are not too hard. They exist out there. We don’t have to reinvent the wheels. We just have to decide to let them roll.

Rebecca: I know that I had public scholarship in my folio when I submitted. I framed things largely around service, but also helped readers understand how they overlap between categories.

David: And honestly, what we’re doing right now, this podcasting, I don’t talk a lot about it because I try to stay on ground that I know. I do talk about it a little bit. This counts, right? I mean, this is clearly public scholarship in a way that really matters and should be counted. I didn’t put any public scholarship in my promotion document, my tenure document, because I didn’t think it would count. That was wrong. We had explicit language in my tenure/promotion portfolio that could have counted it. Now it was fine, because I had exceeded the relatively low publication requirements at a school for which being a good teacher and serving the institution was where the tenure and promotion decisions were really made. It didn’t matter. But I do feel kind of silly having thought, “Oh, it wouldn’t count,” when it was right there. It wasn’t even buried in page 200. it was the models of scholarship, the scholarship of engagement. The models are out there.

Rebecca: It also seems like there’s some value in encouraging folks to include this in their folios, even if they don’t, quote, unquote, need it, because they have plenty of other stuff, because it starts to change the culture of what people expect to read about and what might be in those spaces becomes more familiar.

David: Again, it’s a different set of windmills. What is the future of the university press? What is the future of the academic press? What is the future of the academic journal in an era without as many people to do peer review? There are big questions out there, and they are not questions to which I have answers or intend to find answers. But I do think that valuing other kinds of work is at least one way to move forward.

John: For people who would like to get engaged more in public scholarship, in addition to getting a copy of your book, which has a lot of information on all the steps, what’s some advice that you’d provide to people to get started.

David: So the first thing is, you have no business trying to write things that you’re not reading. Hopefully we know that in other contexts. It is also true in this. Oeople say, “I want to write an essay.” I say, “Great. Well, what kind of magazines do you read? What kind of outlets do you read?” “Well, I read the New York Times.” That’s not enough. You need to read the kind of place you want to write. And if the only place you want to write is the New York Times, good luck. It’s a tough one to get into, and there are lots of other options out there, but you got to read them. You got to find your niche. And there are so many niches. Every field, every industry, every region, has publications that you can tap into and look at and get involved with. I made a deliberate decision two Decembers ago, after the last presidential election that I really wanted to put my writing down in my community. It turns out that right now, I’m very glad that I’m a writer in Minnesota, given the winter we’ve had here, that I’m sure everyone knows about. I decided I was going to write here. I’m not pitching the New York Times. I’m just writing for my local outlet, and I’m really pleased with that. Y’all can do that too. Industries have very specific kinds of public facing or semi public facing magazines. Go look at them. Literary, whatever. You got to read the kind of work that you want to produce, and then you have to think about it like an academic, which is to say, what are the genre norms? What are the structures? What are the word counts? What can we figure out from reading, not hundreds, but 10, 20, 30 pieces, and read it using your whole critical thinking facility. Think about it as a discourse and then how you might engage in it. There are lots of people who want to help you figure out the stuff you can’t see, which is, in my case, the behind the scenes email, the nonfiction trade book proposal so you can get an agent, how to Aapply for local arts grants. Like these things are not public. So there you need to have guides. There’s a public component, and the first step is to just read a lot and think about, how would I engage with this? What might I do? What might I say? Is there anything I have to say that isn’t already being said? I try to only write about things that other people aren’t writing about or aren’t saying the things I care about in the same way, and I don’t always succeed at that, because, again, I’ve trained like an academic. Where are the gaps? Go write in those spaces, don’t just repeat other people’s work. And I think applying that kind of lens to public work is a great way to go. The other thing is, it’s a little harder right now because of the decline of Twitter, on social media sites with a little bit of work… you never have to post. I’m not telling anyone that they have to post, though you can… but on social media sites, there are lots of writers and editors and artists talking about public work. They talk about it… we cannot stop talking about it, often with some bitterness, often with some love, sharing pieces, connecting to people, an editor will put out a call saying, “Hey, I’d really like to read this kind of thing this year.” It is worth your time if you get really interested in it, trying to figure out where is this public conversation between practitioners happening, and then eavesdrop, because if they’re posting it on Instagram or threads or bluesky… I’m mostly on bluesky, so that’s where I see it. It’s not private. If they wanted to be private, it’d be private. If you went and followed me on blue sky and paid attention critically to what kinds of editors I’m talking about and what other writers I’m sharing, you could very quickly intuit the whole network of a certain kind of writing. For other work, you’d have to find other nodes in that network, but it’s right there for you. So, if you really want to get involved, go see what people are doing and think hard about it.

John: And we used to use Twitter in a very similar way. LinkedIn has filled some of that gap that Twitter has left behind.

David: I’m hearing that more and more from other people about LinkedIn. I did reactivate my account there recently, and I have posted zero things, but I have been thinking about it.

Rebecca: Do you have any thoughts about common mistakes that people make trying to get started in this space?

David: The biggest mistake I see is that something will happen and someone will feel like they could write an op ed. And I use op ed in a general term, but a short-form public essay of some component, and they will send me a draft of their pitch, and what the pitch will say is, “This thing happened, I am an expert. Would you like me to comment?” Sometimes it works, but that is not how you do it. What you say is: “This thing happened. I am an expert, and I will argue, and you fill in the argument.” Now, anyone who’s taught freshman writing knows you got to teach people to write a thesis. I mean, this is not a new problem, but I can’t tell you how many email drafts I’ve seen of people who propose themselves as an expert. Now, if a journalist is writing a story and needs to interview an expert, you’ve done the work, but if you want to write the story yourself, you have to have something to say. And people do have something to say, they just don’t know to put that in the third line of their email, or the first line of the second paragraph, or whatever your structure is. So that’s really the biggest mistake. The other mistake, though I see, is people giving up. There’s a lot of rejection in this. I feel like academics, we’re all pretty good at rejection, and coming back from it, I was certainly rejected by all but one graduate school. I was rejected by all but two jobs. I’ve been rejected by 100% of my grants. It’s not fun, but it’s fine, and this is just what happens. Some of the rejection is silence. So you don’t even get a “no,” but if you feel there’s something significant, you just can kind of try a little bit and then put it in your pocket, and then do some more reading, do some more thinking, see what else is out there, any one essay, particularly at the beginning, is likely to not get published. So if you want to do it, you have to try more than once.

John: Can you provide our listeners with an overview of the topics addressed in the book?

David: Yeah, I tell my story of how I became a writer, but I try to use it to illustrate how this world works, because that’s the story I know best. I feel like it does hold up beyond just me. Then I talk about the pitch email. I’m really interested, in general, in the hidden writing behind public-facing writing. I’m interested in grant applications for academics too. It’s just not what this book’s about, but I think that’s the model we’re most familiar with. You do a grant application, you get the grant, then the work itself is something different, and most people never see the grant, even though sometimes they’re available. The pitch email, I spent a lot of time talking about, I do think that if there’s one contribution that I do at least as well as anyone else, is helping people figure out how to write this email, and also helping people figure out how to do the thinking that results in a good email, because that thinking also results in a good essay. Then I talk about what essays look like. I talk about the norm of the op ed, which can vary, but there are genre norms, and it’s worth knowing what they are, even if you don’t want to follow them. I talk about what happens after acceptance. Conflicts with editors, harassment, trying to build from one piece to another piece. Chapter four is about what happens after publication and then chapter five is all the other places you can go, including podcasting and video and newsletters and literary nonfiction or literary fiction. Just like I haven’t gotten a single grant, I have failed to sell my science fiction novels, but I have written some. You never know. I’ve succeeded at one set of things and not succeeded at other sets of things. I’ve never published a long- form literary nonfiction essay, but other people have. I talk about what that looks like. So, all the different ways you might think about writing different kinds of things. And then I finish by talking about the tenure question. At the beginning of this book, I say, and I say this a lot, that I’m interested in the how, that there are lots of people talking about why do public scholarship. I want to say, Okay, let’s not have that conversation again right now. I want to tell you how it works in a very sort of nuts and bolts sort of way. I do have a why, and I’ve said some of it here with you right at the beginning of this talk, and I say some of it at the end of my book. That’s how I finish up.

Rebecca: You mentioned earlier, the inclusion of some templates, like the email template. What are some other templates or models do you include in your book?

David: This may be partially my own history with struggling as a writer. I love constraints. I love form. I love word count limits, but also an expectation of form as a way to guide my writing. Now, you don’t have to follow them all the way. And I haven’t always followed them. Constraints can be oddly liberating, because they take a certain set of choices off the table so that then you can focus on the remaining choices on the table. Say, “Okay, I’ve got to write a lede. I’ve got to write a really good intro. That’s how these start. They all start with this kind of intro.” So you don’t have to worry about whether to write that kind of intro. You’re going to have to do it. So then you think about what kind. So I have a very detailed structure for one kind, and really the major kind still, of Op Ed style essay, that I then illustrate a lot of examples. And then that, plus the pitch email template, which is even more constrained and even more limited. But if your pitch is longer than eight sentences, it’s too long, and eight sentences may be too long. These people we’re trying to get to say yes, are very, very busy, and they get hundreds of emails, some of them a day, and you just have to be very concise. I find the Op Ed template liberating, and I find the pitch email frustrating. You have to be incredibly concise, but you can’t leave anything out. That’s a struggle. It’s a writing struggle, but hopefully, with my guidance, it’s a struggle people can make their way through.

John: Now, we always end with: “what’s next?” What’s next for you?

David: It’s been a difficult time here in Minnesota, as everyone knows, and there’s plenty of things as well, on a more family-level scale, in terms of health and teenagers and things like that that has been taking up a lot of energy. I’m really focused on local writing in terms of my short-form work. I do have another big book project, and it is sold, and I’m writing it. Just between us and your listeners, I’m a little behind. My editor also knows I’m a little behind, but I am trying to write a book about history and masculinity, and add some longer history into these non-stop conversations about the crisis of masculinity today. I’m a historian. I’m tired of people talking about like it just started, or it just started in the 80s, or it just started in the 20s. I’m starting with Gilgamesh, and you could go before that. That’s just where I’m starting. So that’s the book that I’m working on now.

John: Researching this book, I ran across a list of some of your public scholarship publications, and if I remember correctly, it was over 600 items at the time.

David: It’s something like that, yeah. Thank you.

Rebecca: Great. Well, thank you so much for joining us today.

David: Well, thank you for having me just a pleasure.

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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 Fred Llerena.

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426. Supporting Teamwork

Posted in assessment, civic engagement, feedback, higher education, instructional communication, learning, motivation, pedagogy, teaching, team based learning
December 31, 2025

Teamwork skills are highly valued by employers but most faculty have not been trained to create effective team projects. In this episode, Tim Franz and Lauren Vicker join us to discuss a resource they developed to help faculty create more effective team assignments and projects.

Tim is a Professor in the Psychology Department at St. John Fisher University and Lauren is a Professor Emeritus in the Department of Media and Communication, also at St. John Fisher University. They are the authors of Making Team Projects Work: A College Instructor’s Guide to Successful Student Groupwork which has been recently released by Routledge.

  • Show Notes
  • Transcript

Show Notes

  • Franz, T. M., & Vicker, L. A. (2024). Making Team Projects Work: A College Instructor’s Guide to Successful Student Groupwork. Routledge.
  • NACE Competencies
  • Team-Based Learning Collaborative
  • Fasukles, Megan L. and Campbell, Kathryn Peltier (2020). The Competences Students Need for Workforce Success. AAC&U blog. November 20.
  • AAC&U Value Rubric – Teamwork
  • Steiner, I. D. (1964). Group dynamics. In P. R. Farnsworth, O. McNemar, & Q. McNemar, Annual Review of Psychology: XV (pp. 421–446). Annual Reviews.
  • NITOP
  • Carnegie Leadership for Public Purpose Classification
  • Mike Palanski
  • Making Team Projects Work – website containing support resources, including blog posts, and video links.
  • Franz, T. M., & Vicker, L. A. (2025). 5 Easy Ways Professors Skeptical About Group Work Can Use It. Inside Higher Ed. April 18.
  • William Fawcett Hill. Learning Thru Discussion
  • Tim Franz’s LinkedIn page
  • Lauren Vicker’s LinkedIn page
  • Making Team Projects Work Facebook page
  • Vicker, L.A. & Franz, T.M. (2025, December 10). 5 of the Biggest Mistakes Students Make in Team Presentations…and How to Fix Them. Online Learning Consortium.
  • Vicker, L.A., & Franz, T.M. (2025, October 14). 4 Ways to Better Grade Team Projects: Simply grading the final group output is insufficient.  Inside Higher Education. 
  • Franz, T.M., & Vicker, L.A. (2025, October 1). A Student’s Guide to Success: Six Strategies to Reduce Team Conflict. Faculty Focus.
  • Vicker, L.A., & Franz, T.M. (2025, September 5). 4 Steps to a Successful Team Task (video). Times Higher Education.
  • Franz, T.M., & Vicker, L.A. (2025, July 21). How to Make Peer Feedback Simple and Successful. The Teaching Professor.

Transcript

John: Teamwork skills are highly valued by employers but most faculty have not been trained to create effective team projects. In this episode, we discuss a resource faculty can use to create more effective team assignments and projects.

[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.

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Rebecca: Our guests today are Tim Franz and Lauren Vicker. Tim is a Professor in the Psychology Department at St. John Fisher University and Lauren is a Professor Emeritus in the Department of Media and Communication, also at St. John Fisher University. They are the authors of Making Team Projects Work: A College Instructor’s Guide to Successful Student Groupwork which has been recently released by Routledge. Welcome back, Tim and Lauren.

Tim: Thanks for having us. Really appreciate being here.

Lauren: Yeah, it’s great to be back.

John: Our teas today are: Lauren, are you drinking tea?

Lauren: I am drinking tea. I am drinking my favorite morning brew, which is Typhoo. Their tagline is great British tea since 1903, so there’s a big history there.

Rebecca: Nice.

John: And Tim?

Tim: Well, I am drinking the same thing as last time you had me on. And though Lauren is talking about morning tea, [LAUGHTER] I have switched over to my decaf green tea, which I drink in the afternoon. And especially with how cold it is here in upstate New York, as you both know, I’m using it to warm my hands too. [LAUGHTER]

Rebecca: It’s a good solution for that, for sure. [LAUGHTER]
]

John: And Rebecca?

Rebecca: I have a London Fog.

John: Is that another one you bought in London?

Rebecca: Yes.

John: I figured. [LAUGHTER]

Rebecca: Although, coming soon, teas from Switzerland.

Lauren: Ohh.

Rebecca: I finally unpacked them. [LAUGHTER]

John: Well, I just have a Prince of Wales tea from my local Wegmans. [LAUGHTER]

Rebecca: So we invited you here today to discuss your most recent book, Making Team Projects Work. First, though, can you tell us a little bit about your long-term collaboration?

Lauren: So I was at St. John Fisher already for a couple of decades, when Tim arrived, and the Department of Media and Communication, we had a course in small group communication, we called it, and the Psychology Department had a course called group dynamics, and some students were talking about, “Hey, they do a lot of the same things over in Psych.” So I looked up Tim, and we started talking and looking at the classes, and decided that there was enough overlap that we could offer it, co-teaching it, so that it would be cross listed between psychology and communications, and the more we started teaching and coming up with ideas, the more we realized that there was a need out there to talk more about groups and teams, especially in classroom settings. So that kind of just started the whole thing where we were working together and just had a great time. It was fun to bounce ideas off each other for every class, and we were always there for all of the work with the students.

John: And that’s been a long-term collaboration, hasn’t it?

Tim: Yes, we started working together years ago. I think, Lauren, the first time we taught together was like 2004, 2003. It was a long time ago, and we co-taught together for a long time before we realized we have more to contribute than just co-teaching.

John: And how did this new book project come about?

Tim: Well, we had started off, as you both know, from last time, we started off with two self-published books when we first started the project, which was born out of us thinking about how what we had done really applies to other people. And then we did a quick survey of, I think we had about 300 faculty members answer our survey, and realized that a lot of people don’t know how to run team projects well, but to keep the books inexpensive, we self published them on Amazon, and then we learned that marketing is hard, [LAUGHTER] very hard, and so we decided to move the book over to a publisher. And we got picked up. We chose Rutledge Taylor and Francis publisher. Both of us had past experience with them with other books, and so it was a real good synergy, and it’s been a great working relationship with them as well. So we moved it over to a book with a publisher to help make the marketing better, really.

Lauren: Right, and the big difference too is that we had a separate book for students, and Routledge wanted us to combine them. So in this new book, they are both together, the faculty version as well as the student handouts.

Rebecca: That’s great. As you alluded to earlier, one of the NACE competencies is the development of skills in teamwork. But have many faculty received training in how to effectively assist students in developing the skills necessary?

Lauren: Well, we didn’t ask that question specifically in the survey, but we assume that not very many have received formal training. For example, there are a lot of schools, especially graduate programs, in medical education that uses team-based learning. Which is a very structured way to use teams in the classroom, and people learn how to set up teams there and how to do the TBL process, but they don’t get a lot of those group dynamic things that we like to talk about, like, what do you do when the team is in conflict? Or how do you have a team work most effectively if you’re teaching an asynchronous online class? Those sorts of things that we realized are gaps. But we also found that there are still many, many faculty who are just lecturing, and they tell us, “Well, that’s the way I like to teach,” you know, that old sage on the stage sort of thing. And so, we feel that there’s such a need out there, and that’s a lot of what we’re trying to do is get the word out.

Tim: Yeah, what we found in that survey is that there is a sizable, I’m not going to say majority, but a sizable number of faculty who are actually resistant to doing group work or teamwork in the classroom because they say it’s too hard and doesn’t work. But honestly, our interpretation is that they’re not doing it well enough yet, that if they made some very slight changes to what they do, they could pretty easily improve their group work, their teamwork in their classes. And as you said, the NACE survey and also recent surveys by AAC&U, they also put teamwork as the number one or number two things that employers want. So as faculty members, we think it’s really important to help prepare our students to be better team members, and so that’s what we want out of this work. So one of the reasons we tried to make the book inexpensive was because we wanted students and faculty to be able to use it very easily.

John: So who is the target audience? Is it designed just for faculty, or is it for faculty and students as well? Or are the handouts just a supplement for faculty to use with students?

Lauren: Well, the book is designed for college professors, and we want to point out it’s at every level, from, you know, entering community college, all the way through professional and doctoral programs, anyone can use the information in the book, the student handouts, you wouldn’t probably ask the students to buy a copy of the book. The student handouts are available for the faculty to use to supplement what they’re doing, and we have those available. We share those with people in a format where they can make copies and that sort of thing, if they want to do that. But the target audience is, for the most part, college professors, although I have to say we did a whole series about what works best in teams with young professionals, former students of ours who were working, and it was a great series because they showed that the concepts that we talk about, yeah, in academia, but there are people who are working professionally who need those tips as well, especially if they haven’t had any formal training in how to direct a team or how to manage co workers.

Rebecca: There’s a lot of assumptions, that we’re maybe just born [LAUGHTER] with the ability to work in teams, or that you walk into a classroom and have those skill sets, and most of the time, people have never been trained in any kind of way about how to work in a group.

Tim: Exactly.

Rebecca: Throughout your book, you rely on a systems input-process-output model. Can you provide our listeners with an overview of this model?

Tim: So the input-process-output model comes from really engineering and other types of areas like that, where you bring inputs in, you process the data, you have outputs that come out. And it was applied years ago by Steiner and many others in the group dynamics literature. So it’s actually not a new model. It’s one that’s in the small-group communication and small-group decision making, small-groups literature, and it says that there are things that people bring, the inputs to a group, and then there’s the stuff that happens in the group, and then there’s what the group gets out of it. And so the inputs are things like the contexts that people are embedded in, the skills that the team members have, or the task that they’re working on, which turns out to be really important, and the processes are what happens when they’re working together. So this is the good and the bad. It’s the conflict that happens, that people run into. It’s the decision making processes, but it’s also where somebody says something and somebody else has another idea, and you get some synergies. So, it’s all the things that happen when they’re working together. Now, in the outputs, as professors, what we’re often concerned about is the task-related outputs. What can we give them a grade on? What is the objective thing that they’re working on, but there’s also a lot of social outputs that people get. I mean, we’re social animals by nature, and people get a lot of social outputs. Get to know people. In fact, I always like to say, at my nephew’s wedding, my nephew and his wife met at Keuka college during a team project. That was their initial meeting. And I say, well, sometimes you might even get married after your team project and have two kids. There are other things that people get. That’s the input-process-output model. And in the book, we literally walk through each part of the input, each part of the process, each part of the output, so that people can see where to improve their teams, both faculty members and students.

Lauren: And this was also the structure of the way that we taught our group dynamics class. So one thing we acknowledge is we had the luxury of teaching a whole class in how to make teams work better. And so a lot of times we know that faculty have so much content to cover that they can’t do a whole week talking about leadership in teams, so that’s one of the things that we’re trying to help them do. But we taught this way, and I was going through some old notes from my PhD dissertation back at the University of Pittsburgh, and I actually found a model that looked quite similar to the input-output model based on small group communication. So it’s something that’s been with us for a long time. We feel it gives people the idea of how to organize their thinking about teams and how to make them work better.

John: Throughout the book, in each of your chapters, you have a common structure. Could you give our listeners an overview of what that structure looks like?

Tim: I’ll start this because I like to tell a story. And speaking of stories… when we wrote the self published version, we had every story in every chapter begin with somebody by the name of Fred and Lauren and I, you’ll see us laughing when we use that word, that was not his real name. But I mean, this is back in 2004, 2006 when we first started working together, we had that student who did, not all the things, but caused struggles with his team again and again and again. So we love to use that Fred name, even though it’s not in the new book, we’ve switched the names around, because it reminds us that there are times where you have those one or two students who cause their teams to struggle. And so now the stories are really a conglomeration of multiple experiences, not just from us, but from other faculty members we’ve talked to, interviewed, it comes from our discussions with them. So each one starts with a story to try to show people it’s real, it’s honest. This is what, as a faculty member, even a faculty member who wrote the book and does this, I had a Fred last semester, even with all the procedures, it still happens.

John: and we’ve all had students like Fred at some point. [LAUGHTER]

Rebecca: I bet you some of us have colleagues named Fred. [LAUGHTER]

Lauren: That’s certainly true. So we start with a story, and then we have some reflection questions, asking the reader to think about, has this ever happened to you? What did you do? What would you recommend if you knew someone in this situation? And then we go into the content for that particular chapter and talk about what things are most important, what some of the issues are, and then how to resolve some of those issues. And the second section of each chapter is the student section. And so this is basically just a pared down version of the instructor section. It includes some content and theory and that sort of thing, but it mostly includes the activities for students to do. So that’s where we have handouts where the professor can make copies and put students into teams and have them do that. So that is the basic framework for each of the chapters.

John: And starting with a narrative can be a really effective way of engaging people and making the issues memorable.

Rebecca: Can you talk a little bit about some of the student activities that you just mentioned that come in the form of handouts and things?

Tim: So, in each chapter, we have activities that really are focused on the content in that chapter. Some of them require the students to reflect. Some of them are specific activities to help them develop. So, for instance, one that we love, and it’s a great icebreaker, is the group IQ test, and we use that right away, where they take an IQ test, really not an IQ test, as you can imagine, but they take a little, I think it’s 13 item quiz, individually, and then they take it again as a group, and watch how much differently they do in a group versus when they were doing it individually. And it helps them to see sometimes an individual does better than the group, sometimes the group does better than any of the individuals, and what causes that? It’s a real good way to get people thinking about group work and teamwork. But we also have exercises. Again, in every chapter, there’s exercises that help to hit that content home. For the faculty members, for example, we have an exercise about how to create a team task, which is really something. It’s one of the inputs. And any task we use as professors really needs to be focused on a team and not an individual, and there is a difference about that.

Lauren: In the leadership chapter, students can take leadership assessments and see how they rate themselves, and that way, that will foster a discussion in the team about should we pick a leader, or should we have shared leadership, and what are we going to do if we’ve got a conflict with the leader? And so we try to make all of the activities relevant to whatever is in the content of that particular chapter.

John: One of the things you talk about in the book is best practices in terms of how to form teams. What are some of your recommendations for that? I know students generally prefer picking their own teams, but you argue that that’s probably not a very good strategy. Could you talk a little bit about that?

Lauren: Never, never, never let them pick their own teams. You just don’t get the diversity of people, ideas, backgrounds, experiences that you need to really do a great job on a team project. You need lots of inputs into the team. And when students pick their own teams, they pick their friends, they pick people that they already know, that they have things in common with, and it really hinders their ability to do a good job, and it also can test the bonds of friendship, because inevitably, they’re going to be issues on the team. And sometimes people think, Well, I’m friends with these people. I can let this slide, or I can miss this particular meeting, because I know them really well, and they know I’ll come through. And so it’s really important… the number one thing is not to let students do that and tell them that at the outset. At first they’re disappointed, but then you explain the importance of having to do it. So we go on from there to talk about ways that you can put the teams together. Tim has a good one that I think he can explain about the questionnaire that students use.

Tim: So a perfect example this semester, my students, in my… it’s called workplace psychology. In that class, they do a project, and at the beginning of the semester, I was very clear that they’re not going to pick their own teams, just like Lauren said, and I used a structured approach for that, which means I give them a questionnaire. Now I use Qualtrics, an online survey, and I know what skills they need to succeed on this project, and so they have to answer questions, self rating, better than nothing, but they’re self rating their ideas about how they are with writing, with analysis, with organization, with leadership, with working as a team member, and I have more too, but I pick the skills that are necessary for success, and then I make sure that every team is balanced so they have somebody who rated on a five-point scale of four or five in each area, so they can feel comfortable knowing that their team does have the skills to succeed in this project. And I will tell you, Lauren and I are really passionate about this whole idea of don’t let people pick their own teams, find a better way to do it. And the number one reason, other than all the theoretical reasons, and what the research shows, and if you look in the team based learning literature, they’re very clear, and they have the research to back this up. But there’s a student I had, where I’ll just call her Jane, and Jane saw the world a little differently than most of the other students in the class, and I’m still choked up about this because I was swayed. This is 15 years ago, when I was swayed to let them pick their own team, and nobody picked Jane. Now Jane was actually a straight A student and really thoughtful and hard working, but Jane was quirky, and nobody picked Jane, and Jane was in tears at the end of the class. And is really, is that the type of situation we want to set up in our classes. Our classes should encourage that knowledge diversity. Bring people in. That’s the whole reason we use teams, is to have a lot of different voices and opinions so that we can make more informed and better decisions. So let’s utilize that.

Lauren: And the main thing in terms of the students, is to make sure the process is transparent, so they understand how the teams were put together, how they were formed. I even had one of my public speaking classes, I told them what the parameters were: you can’t pick your own teams, and I let them suggest them. And it turned out they had a great idea. We made sure that people from different majors were in teams together, and that people who had different experiences in the field of public speaking, how much they had already done coming into the class. And it turned out those were great teams. So it’s just making sure that the students understand that this is what’s important. And remember, when they get into their professional settings, you don’t have a choice of who you’re going to work with. You’re in a certain work group, or have a certain manager you report to, and that’s the group that you have to work with. You have to learn how to work with them. So it’s really good training for the future.

Tim: And I forgot to close the loop about workplace psychology, because they did tell me in mid-November that they were really bummed that they didn’t get to pick their own teams at the beginning of the semester, but they loved by mid-November that we did it the way we did, because they knew they could all succeed on the project, and they actually admitted that they met some new people. So it worked out well, I don’t know if anybody’s getting married like my nephew. [LAUGHTER]

Rebecca: One of the things you advocate for is the formation of team charters. Can you talk a little bit about what a team charter is and what they should address?

Lauren: So we let the students know that it’s important that they set up some guidelines at the beginning of the semester. Occasionally, we’ve actually done this with the class, where we’ve put the students in teams and have them generate some norms that they think should govern their discussions, and we’ll post that on the course management system, and then if something’s going wrong, we can always go back to it. A team charter is a little more formal, but when a team is working on a big project, it’s a good idea for them to sit down and decide how they’re going to run things. Are they going to, for example, set up a common meeting time, which we really stress, that students look at their schedules and figure out all of their other responsibilities. When can they meet every week outside of class? They have to have a common meeting time, and that’s really important. How are they going to handle conflict? How are they going to make decisions? Tim and I, this week we’re doing a LinkedIn series on problem solving and this week, we’ve been talking about decision rules. Is it going to be majority rule? Students like to do majority rule. But then, if you’re in a five-person group and you’re in the two that don’t get your choice, how committed are you going to feel to the decision? So do you want to work with consensus? Are you going to appoint one leader or are you going to rotate leadership. What are you going to do when you get stuck? Are you going to go to the professor first, or are you going to try to work it out yourselves? So all of those things, and in the team charter, it’s great if the students actually write those things down and have everyone in the team sign off on it, because it gives them something they can go back to later on, when inevitably, they’ve got some issue they need to work out.

Tim: I actually did a presentation, Lauren is on the presentation, just about a year and a half ago, at NITOP, the National Institute for Teaching of Psychology, about how to do those charters and one way I do them, and this is what I talked about at NITOP, is working it around our obligations to one another, rather than our expectations of one another, it’s what we owe one another. And it puts a different spin on it, and allows people to see that, for their group to succeed, they have to do something. It’s not what they get from others, but what they have to do and what they owe, so and again, this is something that I presented and Lauren wasn’t at the conference, but we’re both on the conference presentation for that.

John: One of the things you’ve already talked about is having these team charters as a way of reducing the likelihood of problems and also perhaps providing a simpler way of resolving them, since they had all agreed to it. But are there other things that instructors can do to help resolve issues of shirking by individual members, because that’s one of the most common problems we see with teamwork.

Tim: So I’m going to say two things, and I’m sure Lauren will have even more than this, because we have so many ideas to help with this, that lack of motivation, that free riding, social loafing, that happens in so many teams. So I’ll just talk about two and then Lauren, you can add on. But number one is creating a task, a team task, that has meaning to it that doesn’t just seem like a project that we have to do to get a grade in the class, because if the students find meaning, especially if that project has some community impact that goes beyond the classroom. By the way, having a community partner, it’s wonderful for team projects, because it really does make students realize the importance of the work they’re doing. So once you add that importance factor into your team project, that it’s meaningful, it’s worth something, that helps right away. So as an instructor, that’s the number one thing is when you’re designing the project, make sure it has some impact that the students see that can help them get a job or help a community organization or something like that. And number two is ongoing peer evaluation, and we stress this in our book again and again, that peer evaluation needs to be not just at the end, when we’re giving our final grade, where in finals week, we collect the peer evaluation sheets and then put it on some learning management system. They wouldn’t know what they’re going to get. Instead, peer evaluation is something that you should do in an ongoing basis at least three times in the semester, and in my class that I’m teaching right now, I did it 10 times. And so it was every week they did peer evaluation, and they got feedback every week on their peer evaluation. So this way they can see what they’re doing and know how to change it, and know where they can improve, the developmental, formative opportunities that we all want to give our students.

Lauren: So, keeping team small is one way to reduce shirking or social loafing, because it’s a lot harder to hide when there are fewer people in the team. And a lot of the research says five to seven is good, but it depends on what the project is and what the class is like. I’ve had three person teams that have worked really well with projects. So, keeping the team small, checking in, checking in, checking in, so not just having them evaluate each other and maybe giving them time to talk about those peer evaluations, which are sometimes really hard discussions to have if somebody’s not measuring up or doing what they had signed on to do, but instructor checking in, finding out what’s happening, giving students a few minutes at the end of class to talk about their projects, and just walking around and hearing what they have to say. We’ve also done more formal check-ins, where we’ve given surveys and have them just indicate where they are in the project. And we’ve done this sometimes with anonymous surveys. And one time we had, “Have you already picked your topic?” We were two weeks in, and half the teams hadn’t picked their topic yet, and there was a whole process just for picking topic, getting permission, because it did involve people outside of the classroom. So we were like, “Okay, guys, you really need to get through this.” And we needed to, on a regular basis, we need to go over what those deadlines were for those sorts of things that they were doing. One of the things that we also did to kind of keep watch on what they were doing, is we set up a Google folder for each team in one of our classes with instructor access, and everyone had to write in the folder each week what they had done for the project. And sometimes they would write, “Well, I had a lacrosse tournament, so I didn’t get anything done, but this week I’m going to do this.” We’re like, “Okay, you get a pass for this week.” But if I look and see someone hasn’t read, hasn’t put anything into the Google folder for three weeks, like, how much are you contributing? What’s your role? And are you letting the team down by not following through? So it’s a great way to keep track of what’s going on and to avoid that, because it is a problem, people shirking. One of the big things that we hear is, “Oh, I end up doing all the work because people are contributing.”

Rebecca: Dang it, Fred. [LAUGHTER] So when faculty are using a mix of individual and team assignments, what helps determine whether an assignment is more appropriate for an individual or for a team?

Tim: Well, on that one, if it’s something that can be easily broken up, divided up, and each person can take apart and then smush it back together. It’s really not a team assignment. That’s an individual assignment that’s broken up for a group to do. And one of our pet peeves, and oh, I’m not going to speak for Lauren here, but I have so many of them, is that presentation, when you get to the end, and it’s a group project, and slide one looks one way, and slide two looks another way, and slide three looks totally different. And, by the way, covers some of the same things that were on slide one. Yeah, that’s a group project or an individual assignment that’s been shoved together. So a team assignment has to be fairly difficult. It’s okay to add some challenge to it. So we have to make it challenging. It has to have a lot of ways to get to the end point. It can’t be one single way, by the way, fancy word: path multiplicity. And there has to be lots of different endpoints that could all be successful. That’s solution multiplicity, and these are the important parts. It also needs to force students to use those different skills. It needs to require that they collaborate to succeed.

Lauren: I think the importance of interdependence in the project is probably the thing that will help you realize whether or not it’s a good team project. Doing a research paper, that’s for an individual. And one of the issues that we often see with people who aren’t used to using teams and are maybe starting out is they might take an individual project and give it to a group and say, “okay, here, do this, “and especially as classes get bigger in some institutions, they might think, “Oh, it’s easier. Instead of giving this paper, I give this research paper assignment to a team,” but it’s not the kind of thing that can be done effectively, and they really need to be designed specifically for teams. And there are lots of great team assignments out there, and we have a bunch in our book and on our website. I mean, we give away a lot of this content, so there are lots of ways that you can get help if you’re looking to make an effective team assignment and also give feedback to each other as well.

Rebecca: Can you give just one example of a really good team assignment? I know that’s hard when I say one. [LAUGHTER]

Lauren: One is hard. I mean, we’ve had so many that have been just really interesting to see what happens. My favorite one is when we had the students actually pick a group on campus, a team, and do a communication analysis, or a small group analysis of their process. And for example, we decided to keep it on campus because it was starting to get too unwieldy to manage. But they would have to go to say, a student club, like the Student Government Association Executive Committee, and say, “We have to observe your meeting at least three times. Can we get your permission?” So that was one of the first steps, pick a group, get permission, and we would make sure that people could remain anonymous, although if it’s the president of SGA, everybody kind of knows who that person is, but they would observe these meetings. They would have to collect data. Some of them would do a communication analysis, or they would do a leadership assessment. They always did post-meeting evaluations by the team members. How did it go? That sort of thing. And one of the challenges for them was not only getting the team, getting to these meetings, but deciding what data were they going to collect? So that was a whole big decision, because we gave them reams of instruments that they could use, and then it culminated in a report back to the class. They had a portfolio of all the information that they had collected, and they did an oral team presentation to the class. And one of my favorite parts was that each team had another team that they had to peer evaluate, and so when they were done, they had a chance to give them feedback as well. So at the final meeting of the semester, we asked students like: “What did you learn about the team? What’d you learn about yourself as a team member?” And I just thought it was a great way to use it, and we called them group dynamic consultants, or something like that, that they came in and did that. So, I think that was my favorite.

Tim: I think that’s a great example, Lauren. It really required, and this is where we use those different skills to pick the team, It really required somebody who’s good in analysis, somebody who’s a good leader, somebody who can talk to the client well, and all those different things where we want teams to succeed. They need these skills, and they had to bring them together, each working in their different lane, in their different role, but pulling it together and working together.

John: What are some ways that faculty can encourage the development of student leadership skills or team leadership skills, through these assignments.

Tim: Well, you know, team leadership is so important, and as we’re talking about the surveys out there, the NACE survey, the AAC&U survey, these are all talking about the importance of leadership skills. A Carnegie organization now has the LPP, the leadership for a public purpose, designation for schools, and this is something where schools can do better to structure leadership opportunities for their students. And a team project is the perfect place. Now, what’s really nice about a team project is that the leadership, and Lauren said this earlier, the leadership needs to be shared and needs to rotate to some extent. So it’s a really good place for different students to get those small-group leadership skills, different from somebody who’s up on a public stage or a politician who has to show a vision. These small group leadership skills are where our students can start to develop in a very safe way, an environment where they’re getting feedback and development opportunities, where they’re not going to feel like their job is at risk in these little groups. And by the way, I’m going to say that that’s just not the case for team projects. It’s also the case for the group work in your class when you have, and we do, Lauren and I use those terms differently, a team project: long standing, they’re working together more collaboratively. But there’s a lot of times where Lauren and I would throw in a group project, a group exercise one day, and we’d shuffle the groups up. And I still do this. And even in those small-group situations, having somebody step in to be the leader, having somebody picked to be the leader, have that rotate, make sure different people get those skills. So it’s a great way for us as educators of future leaders to help people to develop the skills in a psychologically safe manner.

Lauren: And one of the things that we stress to the students really continuously, but leadership is a really good example of how do you answer a question when you get to a job interview about leadership. So if you go in and they say, “Well, tell me about your leadership,” and they say, “Well, I was captain of the tennis team.” Well, yeah, that’s an okay example, but it’s not the same as saying “I was the team leader in a team project.” And these are the things that we actually had to do, or if they said, “Tell me about a time when you were able to overcome a problem working on a team” and having the leader being able to explain that can be really powerful when they get into a job interview, especially as the job market has gotten tighter and tighter, our students need to have a little bit of an edge when they get into the interview.

Tim: And we do have a leadership assessment tool in the book that we’ve created that anybody can use. It’s for students. So it’s in our student section. And again, as Lauren said, all those things are available to any users of our book. We have all those student things, all the student handouts, that people can download. So the leadership assessment tool is a great one to use, especially if you want to show students how they have developed. So I have, at times, given that at the beginning of the semester and then given it at the end of the semester again to help them see. What’s funny is, some students will actually go down, but in their reflection about why they went down, they write, “I didn’t realize all the things I didn’t know.” So they are actually more calibrated by the end, even if they’ve dropped sometimes.

Rebecca: One of the things that faculty sometimes find challenging is how to do team projects in an online or virtual setting. Do you have any suggestions for how teams can work well, in those environments?

Lauren: Oh, we have a lot of ideas. We do have a whole chapter in the book, and we’ve written about this in a number of different places. One of the big things to keep in mind is that it’s important to keep the team small in an online class, because the more people you have, the more difficult it can be. Also need to require the students to set up a time when they can meet together, even virtually, but have a face-to-face kind of meeting time, because if they think they’re going to just be able to do the whole project by sending text messages or putting input into a Google Doc, that’s going to be pretty challenging to be able to finish that. So those are two things that I think are important, and I know Tim’s done more online teaching than I have, and probably has some more and better ideas.

Tim: Well, what Lauren talked about are actually, absolutely, the best ways to start, and that idea of face-to-face time, whether it’s Zoom, I don’t mean that they need to be in person, because a lot of times I work with students that are in different states, but that face time, that Zoom meeting, whatever it is, to kick off with that and then continue using it, like Lauren said on a regular basis, is great. Now I do think, as the instructor, we make assumptions. I am going to admit my age here. There was no digital work when I started my teaching career, and this is my second career, so it’s a very different environment, and our students grew up with this stuff, yet I find that they have no idea about all the tools we have that are available to them. So as an instructor, you do need to spend a little time helping them to work through the tools. They see everything as a group chat. I have to say, you know, not all of them, but so many of the students just say, “Oh, we have a group chat. That’s how we’re going to communicate.” And I’m like, “Yeah, it’s only one little thing of the many things.” So you have to explain the tools you have, and then, to some extent, teach to those tools, and you have to make sure the students know how to match the tool to the task, because, for instance, if you have conflict in your team, that’s not a group chat resolution, that’s a phone call or something like that. It’s a different way to deal with that. So one of the exercises… Rebecca, you asked about the exercises… and one of the exercises we have is what tools do they have, and then how they’re going to use those tools to solve different parts of their team project when they’re going to use each one. Now, it always helps to have a leader who’s organized and keeping the team on task. So if you have somebody with online skills and has done this before who’s leading the team, that’s also helpful.

Lauren: In an online team, it’s probably more important to have someone who’s an official leader, either that the team agrees on of one person, or even that the professor might suggest that this person should be the leader. And the structure of the project is so important in both online and face-to-face classes, but especially in online, because they actually just need that structure for how they’re going to be able to do it without seeing each other all the time.

John: One of the things I’ve done when I’ve had group projects online is to have a discussion forum where students were given some choices in terms of what types of projects they could do, and I just had them state what they most preferred to work on, and also what their time availability was so they could match themselves that way. There wasn’t as much of an issue with an online class of students knowing each other, because many of them had never met before in other classes, but at least they could try to find some ways in which they could agree on topics, but also do it in a way where they would be available at the same times, because some of the students were working every day, some of the students were working nights, some of the students had a couple of jobs. Some of the students were taking care of ill relatives, and their time flexibility was limited, but there was always someone else in the class that had similar time constraints, and it worked pretty well.

Tim: I will say that I recently had an experience, and to be very personal, I have a daughter who just graduated college, and she had a professor who said, “you have to meet one of these three times,” and she was a D1 athlete and worked outside of school and had a busy life, and none of those times worked with her schedule. So John, I really like that, because the idea is, let the students set their own times. Don’t pick them for them, because our life is very different. They may want to meet at 11 o’clock on a Sunday night. I will be snoring in the recliner by then, I guarantee it.

Rebecca: Well, and we also have to consider that in online environments, we might not be in the same time zone.

Lauren: Exactly.

Tim: Our friend Mike Palanski, who’s at Rochester Institute of Technology, I still remember this so well. He did one of our video interviews that we posted, and he talked about the importance of calendar courtesy when you’re working in online teams. That was his term. So Mike says you have to have that calendar courtesy to recognize that it doesn’t always have to be at my time on my 9 to 5 schedule when you’re working in an international team. And I will say this is a side note, another personal thing, but once I didn’t get to my book club until nine o’clock. I told them, I have a meeting at eight o’clock. And they all laughed at me, and they said, “Is he meeting with somebody from India?” And when I got to book club a little after nine, they said, “Oh, you’re meeting with somebody from India.” I said, “I am. I’m meeting with one of my editors on one of my books, who could meet at 8pm and that’s what worked for both of us. It was in the morning for her.” Now, yes, you do have to have that calendar courtesy, so thanks to Mike Palanski for that.

Rebecca: Do you have any advice for faculty getting started with team projects? [LAUGHTER]

Lauren: Yes, we do. [LAUGHTER] So if a faculty member has never done any group work or team projects, we recommend they start small by doing some group work in the classroom, and that can be as simple as taking content for class that day and having discussion questions, or having them do a process called learning through discussion, which is more structured, where students do the reading for the class and then come in and the professor can rotate around and see if the teams are really understanding what it is that they’re talking about. And then when you’re ready to move on to a team project, we would recommend that you start small. So don’t start with something semester long, maybe a project that could just take two or three weeks, and start small in terms of the content and also how much you’re demanding of the students and how much you’re able to follow along with what they’re working on. So we have an article about that in Inside Higher Ed that was published just a couple of months ago about how to start doing a team project.

Rebecca: And we can link to that in the show notes. So we always wrap up by asking, what’s next?

Tim: Well, we continue our collaboration, as you’ve heard already, we’ve been writing articles, we put out videos on LinkedIn, and our Making Team Projects Work Facebook page at least every week, and sometimes more, and we are going to continue to figure out what’s next [LAUGHTER] for our collaboration, with Lauren in Arizona and me in upstate New York, it’s actually continued to work really well. We’ve got some other things, Lauren, you want to add to that?

Lauren: Yeah, we have been doing some seminars and workshops for people. We’ve been doing a lot of series for LinkedIn. And this semester, we’ve been doing just short videos giving quick tips and then linking to some of the other items that we have on our website and in the book. So we’ve got lots of content out there, and we’ve been to a few conferences. One of the conferences that we talked about the idea of moving from doing a lecture to working on teams was at the Team-Based Learning Collaborative, because if you don’t have a requirement that people use team-based learning, sometimes it’s really hard to get your colleagues interested in doing that. So we have worked on that sort of thing, moving from lecture to using teams and giving people those tools that they can take with them.

John: Well, thank you. It’s been great talking to you again, and one of the suggestions I’d make for those people getting started is picking up a copy of your book.

Tim: Thank you.

Lauren: We’d be very happy. Thank you so much for having us, and we really appreciate the time.

Tim: And again, all the student resources are available for anybody who has the book. We’re happy to share those so you can download them and use them.

Rebecca: And it’s great to have your book to provide that structured learning opportunity for how to make teams.

Tim: Oh, thank you. That’s great to hear.

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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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377. Civic Pedagogies

Posted in active learning, authentic learning, civic engagement, community based learning, engagement, higher education, learning, motivation, pedagogy, STEM education, teaching
January 22, 2025

Class discussions of public policy issues can be challenging in our politically polarized environment. In this episode, Lauren C. Bell, Allison Rank, and Carah Ong Whaley join us to discuss a new resource that suggests a variety of strategies that encourage students to address their differences and to engage productively in civic engagement projects.

Allison is an Associate Professor of American Politics and chair of the Department of Politics here at SUNY-Oswego. Lauren is the inaugural James L. Miller Professor of Political Science and Associate Provost and Dean of Academic Affairs at Randolf-Macon College. Carah is the Vice President of Election Protection at Issue One and is a co-chair of the American Political Science Association’s Civic Engagement section and a member of the APSA’s Civic Engagement Committee. Allison, Lauren, and Carah are editors of Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics, which was recently released by Springer.

  • Show Notes
  • Transcript

Show Notes

  • Bell, L. C., Rank, A., & Whaley, C. O., ed.,  (2024). Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics. Springer
  • Civic Education and Engagement, American Political Science Association
  • American Democracy Project, AASCU
  • Whaley, Carah Ong and Kylie Holzman (2024). “Toward the Transformative: The Benefits to Students of Reimagining Civic Pedagogy,” in Bell, L. C., Rank, A., & Whaley, C. O.(Eds.) Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics. Springer.
  • Bonneau, Chris and Jordan M. Fields (2024). “Tearing Down Walls: Teaching Political Science in Prison.” in Bell, L. C., Rank, A., & Whaley, C. O. (Eds.) Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics. Springer.
  • Smith, Andrew (2024). “Toward a Critical Theory of Service-Learning at Hispanic-Serving Institutions” in Bell, L. C., Rank, A., & Whaley, C. O. (Eds.) Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics. Springer.
  • Equity Center, University of Virginia
  • Baldwin, D. L. (2021). In the shadow of the ivory tower: How universities are plundering our cities. Bold Type Books.
  • Strachan, J. Cherie (2024). “First Comes Trust: Civic Engagement Strategies for Jump-Starting the Civic Voluntarism Model.” in Bell, L. C., Rank, A., & Whaley, C. O. (Eds.) Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics. Springer.
  • Meagher, Richard J. (2024). “ENACTing Engagement: Teaching State-Level Advocacy.” in Bell, L. C., Rank, A., & Whaley, C. O. (Eds.) Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics. Springer.

Transcript

John: Class discussions of public policy issues can be challenging in our politically polarized environment. In this episode, we discuss a new resource that suggests a variety of strategies that encourage students to address their differences and to engage productively in civic engagement projects.

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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 guests today are Lauren C. Bell, Allison Rank, and Carah Ong Whaley. Allison is an Associate Professor of American Politics and chair of the Department of Politics here at SUNY-Oswego. Lauren is the inaugural James L. Miller Professor of Political Science and Associate Provost and Dean of Academic Affairs at Randolf-Macon College. Carah is the Vice President of Election Protection at Issue One and is a co-chair of the American Political Science Association’s Civic Engagement section and a member of the APSA’s Civic Engagement Committee. Allison, Lauren, and Carah are editors of Civic Pedagogies: Teaching Civic Engagement in an Era of Divisive Politics, which was recently released by Springer. Welcome Lauren and Carah, and welcome back, Allison. It’s been a while since you’ve been on the podcast.

Allison: It has.

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

Lauren: I am. I have English breakfast tea.

Rebecca: Always a good choice. How about you, Carah?

Carah: I am, actually I made my favorite Rishi’s tumeric and ginger tea.

Allison: I have continued my trend of rejecting tea and have this diet coke. [LAUGHTER]

Rebecca: And although we’re friends, Allison, I don’t like the rejection of tea. [LAUGHTER]

John: And I have a black raspberry green tea today.

Rebecca: And I have, in holiday season, I’ve got a candy cane tea.

John: In my backpack I actually had two packages of Christmas tea, but I got here too late to dig it out. We’re approaching the holidays. This will be released in January, but we’re recording it right before the Christmas holiday. So we’ve invited you here today to discuss your new book. Can you tell us a bit about the origin of this book project?

Lauren: Yeah, I’m happy to describe the origin of this book project, because in some ways, it almost didn’t happen. Carah was invited to a meeting with the editorial team at Palgrave Macmillan at APSA back in, I think, fall of 22 (the American Political Science Association’s annual meeting). And they were inviting her to talk about a potential book project. And over lunch, before the meeting, Carah said to me, “I have my hands full. I have a lot of things going on. Will you come with me to just kind of hear their proposal, but ultimately help me say no?” And I said, “Sure, I’m happy to do that. You have no obligation to say yes to another project. You are over-committed as it is.” And then when we got there, we had a really wonderful conversation about the need for scholarship and discussion of how to engage students in an era of divisive politics. And toward the end of the conversation, I found myself enthusiastically embracing the idea of this book, Carah was probably elbowing me in the side. I don’t know. I was so [LAUGHTER] overwhelmed by how much potential I thought the project had, that instead of saying “no,” we found ourselves wrapping up the meeting by saying, “Well, when do you need our proposal?” And so that’s the sort of origin story for this book, although then Carah followed up and brought Allison into the project as well.

Carah: I think the next day, I took Allison for a walk and said, “Hey, [LAUGHTER] I think you should join us in this.” [LAUGHTER]

Lauren: Yeah, Lauren committed me to something that [LAUGHTER] she told me I should say no to. So guess who else is getting roped in?

Allison: Happy to be roped in.

Rebecca: Can you talk a little bit about how the contributors were selected for inclusion in the volume?

Carah: It’s a pretty straightforward story, actually, we just put out an open call for proposals, we circulated among the American Political Science Association’s Civic Engagement Section. We also circulated it amongst the American Democracy Project at the American Association of State Colleges and Universities. We were really looking to go beyond just political science, although political scientists were primarily the contributors, but we were trying to get diverse perspectives, diverse regions, diverse ranks in terms of tenure and promotion, as well as trying to get some from backgrounds in student affairs as well. And then we also really encouraged partnerships between professors and students. And I ended up co-authoring a chapter with a student as well, Kylie Holzman, who is in her third year now at the University of Virginia.

Lauren: The Bonneau and Fields chapter is also a co-authored faculty member, and I guess by that point, former student contributed volume. But Jordan Fields was one of Chris Bonneau’s undergraduate students who was in law school at the time that they prepared their contribution. So it was nice to see that. And we did have some practitioners who ended up being part of the project. We tried to be inclusive. I think that was the main object of what we were looking for. And then we also tried to work with proposers. So when people submitted proposals that maybe weren’t exactly on the mark or didn’t exactly fit in with what we had envisioned, we went back to them several times to try to, in an iterative way, make sure that what they were offering to do would find a nice home. And I think in the end, we were successful with nearly all of those, although some proposers ultimately decided not to continue in the process.

John: One of the challenges facing people in pretty much all disciplines today, which grows out of the political polarization, is that we see divisions in terms of the understanding of reality between our political parties, so that some people strongly believe in 17th and 18th century economics and science, for example, and others perhaps may take into account what we’ve learned over the last few centuries. But in a classroom when you have people with such different views of reality, how do you address classroom discussions when people are coming in with very different views of the reality in which we’re living?

Allison: So I think actually naming that as part of the challenge of teaching civics is a key component. So rather than treating that as something that we’re kind of implicitly striving to overcome in our pedagogy, actually naming that for students as sort of what the starting point is that in order to have a sort of civic space, we have to be able to pull those differences out, and so part of it is actually making that part of the pedagogy to work through. I think the other part of that strategy is actually no longer, at least for me, being able to assume students are going to come in and I’m going to throw out a prompt and we’re going to have a conversation. It’s that you actually have to seed conversations in a much more intentional and thoughtful way in terms of the resources that sort of pre-structure any kind of classroom conversation than we’ve had to do in the past.

Lauren: Yeah, I will maybe not name it in quite as explicit ways as Allison described, but I do tell my students that I am comfortable with them articulating whatever viewpoints they want to articulate, and it’s not my job to tell them that their opinions or their views are wrong, but it is my job to correct for factual inaccuracies, and I think for me, establishing that my role is about looking for objective facts. And I think that gives me a certain credibility with the students, because they know that if I’m really pushing back it’s because I’ve identified a factual error in the position that they’re taking, not because I disagree with the opinion that they’re expressing, and I think it’s a different way of being explicit as you sort of structure those conversations, but that has been what has worked for me. It allows the students to know that I’m not going to call them out because I disagree with them, but that I will push back when they provide information that is just factually inaccurate.

Carah: There’s a couple of ways I’ve approached it, and my approach has also evolved over the years as times have changed. I have been teaching at the higher ed level since 2008 and one of the things I started doing, particularly after the 2016 election was to, at the start of each class, rather than me setting out norms in a syllabus on the first week of class, we actually write the norms together, and I pull suggestions from students in the room. I give ideas of what’s worked in the past, but we come to an agreement together about how we’re going to approach the material, with the spirit of inquiry and creativity, being willing to receive feedback, to be willing to question things from other perspectives, and then also being open minded, but then let them come up with norms of how they want the course to proceed, how they want the discussions to proceed, and then we come to an agreement and vote on it and make sure that there is consensus about how we’ll proceed. And on many occasions, I’ve had times when the discussion goes off the rails, [LAUGHTER] when someone feels that one of the norms was violated, or perceives or receives information in that context to have violated the norms, so we pull the norms back up and have an open conversation about what happened. And then another thing is, and I name in the syllabus, that I don’t call myself the professor, I call myself the facilitator of the course. I see myself as facilitating the learning, that trying to give them more agency in the process. And I think that helps too. Sort of similar to what Lauren said, I’m presenting myself as sort of a neutral arbiter, that I’m coming in, not trying to tell them what to learn, but rather, this is an experience we’re all going to do together.

Rebecca: You started kind of hinting at some of these things, but can you talk a little bit more about additional ways that faculty across disciplines can build a climate in their classrooms where students feel comfortable sharing their views that might not be popular with their classmates.

Allison: So I will say readily, this is something that I struggle with a lot with intro level classes. One of the things I have tried to do, which I will outright say has failed, is in that kind of norm setting conversation, which I also do at the start of the class, almost always someone will say, and a number of students will agree, “One of the things I want to do is hear other people’s opinions.” They will actively say that that is something they want out of an introduction to American government and politics class. And so I’ll emphasize it like, “yes, that’s such a great idea,” and we’ll talk about why that’s something that they want out of the classroom experience, and then four weeks later, no one has raised a viewpoint that does not clearly fit [LAUGHTER] the kind of normative conversation that we’re having. And so I’ll kind of reference back to “You guys say that this is something you want. Why won’t you participate?” And what I’ve often then ended up reverting to is a lot of short writes, anonymous short writes that students turn into me, and I then use that to essentially seed the conversation without sharing names, so it provides a space… like they want it, and they are very hesitant to actually, with their kind of face and name, raise the opinion, but they’ll provide it and then they’ll have a conversation about it when those opinions are divorced from people. And so I don’t think that’s that’s the ideal situation. I’d still very much like to get them to the place where they’re willing to own the position that they have, but at least for a number of classes, that has been a good middle ground strategy to get the ideas out, so that people know that their ideas are being shared and they’re hearing ideas that they want to hear, even if we can’t quite get all the way to ownership of the ideas in the room.

John: So that anonymity helps make students feel more comfortable sharing their views that they might not be willing to do it otherwise. That makes sense.

Lauren: For me, I am at an institution where our student body is pretty evenly split in terms of their partisan identification. And I can say this with some authority, because Randolph Macon has been doing a mock election every four years since 1968 so we can actually look back and see how our students say they would vote if they were voting in the presidential election. And so we know our student body is almost evenly divided between Republicans and Democrats, or at least in terms of their voting habits. And so I actually use that as an entry point into talking to my introductory political science students, my Intro to American government students. Part of why I think sometimes students are reluctant to speak up is that they assume nobody in the room will agree with them. And I think when they hear that there are more than likely half the people in the room that are going to share your perspective, at least to some degree, I think that can be useful as far as breaking the ice or adding to their comfort level. I think it also, for me, then serves as a good reminder, if conversations start to get a little bit heated or slanted toward one perspective or the other, to be able to say, remember, there are likely many people in this room that would disagree with you, and then I can use that to say, “What would the opposing viewpoint look like?” And so, of course, I think all of us who teach political science get really good at playing devil’s advocate. We have to. But the question that you asked, I think, was also broader. It was, what about kind of elsewhere on our campuses, and for my administrative role on campus, I have a pretty helpful vantage point to see kind of what happens in other departments and in other disciplines, and I think a lot of faculty are really uncomfortable talking about political issues, and so when those kinds of questions arise, they tend to freeze. Again, I’m thinking outside of Political Science primarily. And I think one of the cases that this edited volume makes is that getting connected into the community or forming civic habits doesn’t necessarily mean being political in a partisan way. It means identifying those ways in which whatever it is that you do, connects to your community, and trying to get your students out into that community, doing those things, listening to the community members, learning about how problems exist in a practical setting. And I’ve seen that, for example, our Environmental Studies faculty do that all the time. They have real world clients that they bring in for students. Our sociology students are out working with communities of color or minority language communities in our area. And so other disciplines, other departments, can take some of those habits of citizenship that get talked about extensively throughout this volume and apply those without having to get political, which I think makes so many of the non-political scientists I know really, really uncomfortable.

Carah: I think one of the things, just to further elaborate on what both Alison and Lauren said, is that context really matters, and different things are going to work in different communities, in different populations of students. But the important thing is that we are thinking about creating learning experiences that really are focused on addressing public problems. And of course, we’re going to have to define what those public problems are, and there may be disagreements about how to address it, but finding ways to work together and finding the means for different communities and populations to actually contribute meaningfully to solving those problems. So I think one of the greatest contributions in the book comes from Andrew Smith, who talks about working at a Hispanic serving Institution in Texas and thinking about what the needs are for students in that context, and many of the students, of whom are from different communities. And so really, starting from the point of who are the students I’m working with, what are their needs? What are the community’s needs? And how can we work together in mutually reciprocal and beneficial ways, so that we’re not extracting from the community? We’re not seen as “saving the community,” right? But we’re creating experiences where we can work together. And I think that’s a really important element for overcoming political polarization, because it’s contributing to re-humanizing groups that we might not particularly engage with on a regular basis, and it fundamentally is about solving problems in an era where it’s been challenging to do so because of the othering, because of negative campaigning, because of all the things we know that has contributed to political inequalities and economic inequalities.

Rebecca: I think one of the things that sometimes happens is a lack of trust between students and communities, faculty and communities, institutions and communities, and all the different iterations of those different combinations of people, and maybe also the data that informs some of those projects. Can you talk about how to build trust amongst those groups and also maybe the data that’s used on those projects?

Carah: So this is a major challenge, and this was something where, as we were preparing a proposal to establish an institute for community-engaged research at the University of Virginia, which is now the Equity Institute. This was one of the things where I spent a lot of time interviewing members of the community in the surrounding area. And this was a problem that came up over and over again about hearing that many researchers dive into communities, that they’re extractive of that knowledge. The communities don’t ever know where that knowledge goes, so there’s a lack of ownership, and yet it’s being used to create additional lines on CVs and to get grant funding, and the benefits don’t always necessarily go back to the communities from which we got that knowledge. So I think there’s a greater understanding of this, or a growing understanding of this. I think we have a long way to go. One book I’d highly recommend is In the Shadow of the Ivory Tower. That’s a fantastic book that talks about many of the inequities between universities and institutions of higher education and their communities. But I think there’s really important ways in which, as teachers, as professors, we can think about building lasting partnerships. So when I’m doing the civic engagement course, I’m starting from a point of, where is the community need that we can actually meaningfully contribute to? Does the community partner want us to work on it? And is there something that we can do where the students are contributing that is beneficial to the community, but then the students are also learning? And it’s also really important for the student learning experience, because it means that they’re not just doing paperwork or doing some organization’s social media like a typical internship would, but it is actually engaging in meaningful ways. And then making sure that the community organization actually has a product, has that knowledge that they can hold on to. And I think there’s a lot of great work and opportunities to do those kinds of courses. The challenge is they’re not always rewarded in the tenure and promotion line for people like me who want to teach courses like that, and they’re also super intensive for the professors and the community partners, because it’s really about building relationships and sustainable relationships. It’s not going to be just a one-and-done class. It’s something that’s going to carry on from year to year.

Lauren: Several of the contributors to the volume actually talk about the importance of building trust. We have contributions that involve advocacy work with an addiction recovery organization in Maine. There’s the Bonneau and Fields example. Again, they’re doing prison education. So those are cases where you have practitioners engaged with the folks from their local universities, and they have to build a community of trust, because the issues that they’re managing, the personal characteristics of the people that they’re serving, require a certain degree of care, a certain degree of confidentiality. And so I think the volume and many of its contributors really do emphasize the importance of that trust building, and it requires, I think, the faculty member working very carefully with their students to make sure the students understand the importance of what they’re doing out in the community and how their work will affect the people that they’re working with. But I think that’s a really important point, that any kind of community-engaged work, whether it’s research, whether it is engaged pedagogy, all of that has to involve really being thoughtful and explicit about how you’re building trust and maintaining it, And Carah mentioned not exploiting a resource. Just kind of go in and then take what you can from that organization. You have to be contributing something back to it, and ideally, these are longer term partnerships, not just one-and-done kind of engagements, unless that’s what the community partner is looking for.

John: You’ve been talking a bit about these various types of civic engagement projects. Since the pandemic, a lot of faculty have been complaining about students not being that engaged with class work. But might these types of projects where students are actually doing something in the community, where they see that they’re making a difference, and they can see the intrinsic value of the work, does that give students more of a sense of value in the work, giving them perhaps, a little bit more intrinsic motivation for engaging in the work, and is that something, perhaps that should be done in other disciplines a bit more as well?

Allison: I think there’s actually two ways of thinking about the question that you asked that I think the book has chapters that give purchase on both. I think one is to help students think about how some of the skills that I think we lost, just as a people during the pandemic, are actually really necessary for democracy and so being able to engage in conversation with one another, have those relationships with students in the classroom: why it matters that you come in and you make small talk with somebody for a little bit before class starts, as opposed to just staring at your phone. One of the pieces that I really love from this book from Strachan that talks about this idea of Madisonian virtue and the need for a kind of civic friendship and relationship building that underlies democracy. And I think that that’s a little bit different than kind of an intrinsic motivation for doing work where you can see the good happening, but it is about there are skills that come from being in community with people in a classroom that in and of themselves have some good and that can kind of help students make a difference. And I think in some ways, that’s about faculty thinking about why it’s worth it to actually build that classroom community that then can set the stage for some of these bigger civic engagement projects. So kind of thinking about, what are the skill sets that underlie student engagement initially, and their value, and then kind of a set of chapters that really talk about how getting students engaged, giving students something tangible that they’re working on, where they can both see that kind of intrinsic or internal and external efficacy, I think, in the Political Science language. And for that, I would think about Meagher’s chapter on ENACTus, which is a fantastic program that I would frankly love to try to figure out how to get at SUNY Oswego, where students actually take part in significant advocacy and lobbying on a piece of legislation at the state level. And so for students to think about being able to build skills that are really kind of pushing forward on a specific issue area, where they can make a difference and are really interacting with people who have the capacity to make certain kinds of decisions. I think that those kinds of activities can be huge for student engagement.

Carah: I was so inspired by Rich Meagher’s chapter that I basically adapted it [LAUGHTER] and taught a year-long course last year at the University of Virginia, where the first semester of the course, the students in the course viewed artificial intelligence as an up and coming challenge that Congress was not making any progress on. Some states have done some work to address it in the policy arena. So anyway, the students spent the whole first semester working with a legislative champion, researching, presenting policy options; and then the second semester, they worked to introduce legislation, testified before a Senate committee in the Virginia State Legislature, organized a lobby day with leave behinds, advocated until the legislation was passed, and met with the executive branch in Virginia, and the legislation was ultimately signed by the governor. And I think one of the things from that experience was they were so engaged and so excited because they were learning something substantively. They were actually practicing the skills. It built their sense of efficacy, because they learned how to engage with the state legislature. They learned the different hearing processes, and then it was bipartisan legislation so they could see people working across the aisle and again, going back to the previous question about reducing polarization, it became about solving a problem. They also learned that some of the solutions are driven by what’s politically feasible. Not all of their options were accepted, but one was and so they actually got to learn the real world process, and the students were incredibly enthusiastic. So I think part of it is, again, sort of seeing what else is out there, seeing the amazing work that’s being done by professors across the country, figuring out what works in your context, and then providing those opportunities so that students can be engaged.

Lauren: I think we’ve known for a long time that active learning pedagogies, regardless of discipline, result in better learning outcomes for students, and so whether it is adapting something that a reader finds in this volume, or whether it’s looking at some of the introductory and prefatory material where we, collectively as editors, talk about some of that existing research on active learning. I think this volume, I think the research that undergirds it, really suggests that one way to overcome that kind of apathy among students or that lack of engagement is to really put them in charge of their own learning and to make them responsible for getting something out of the activity. And so whether that’s doing a simulation in the classroom where they’ve got to take on leadership roles, whether that’s doing the sort of advocacy work that Rich talks about in his chapter, whether it’s even doing an internship where, independently, they’re going down and working in a particular context, whether it’s the General Assembly, or whether it’s an internship where they’re taking water samples because they want to ultimately do environmental science, anything that makes them responsible for their own learning, for developing their own initiative, I think, is going to contribute to helping overcome the problem that we’re all seeing, which is a lack of student engagement. But I don’t think we have to reinvent the wheel. I think we’ve known for a long time that the kinds of pedagogical approaches that these contributors have taken to the next level can be implemented across the board, regardless of field of study, to engage student learners.

Rebecca: So there’s lots of great examples that you’ve provided and got us really excited about thinking about civic engagement, but we’re definitely thinking about what’s next. [LAUGHTER] So we always wrap up by asking, what’s next?

Allison: I’ll say that for me, what’s next around civic engagement is trying to grow, hopefully, a program that I was able to get support from the provost for on our campus this year, which was a civic lesson plan mini grant, so basically providing $250 travel grants as incentives to faculty who were willing to put one class period’s worth of civic content into their classes. And so I was able to draw in faculty from our human and computer interaction program, from chemistry, from psychology, from a range of locations, math, and work with them on developing one lesson plan around civics that would fit with the content they were already teaching. So for instance, a lesson on puzzles this year in an introductory math course now talks about gerrymandering as a puzzle, and a class on accessibility and human computer interaction actually looked at voting systems from around the country and thinking about doing accessibility checking and assessment of voter programs. And so I am really interested in trying to continue figuring out those conversations, of really meeting other faculty where they are to help them think through what are the civic questions that they’re comfortable with that meet their kind of time and risk tolerance and teaching style in order to help build more civic capacity on our campus.

Lauren: We have a really short term “what’s next,” because I am deep in the process of planning my January term study travel course that goes to Japan, where from January 13 to the 28th I will be in Japan with 22 students learning about how the Japanese government functions. That is about as civically engaged and in the specific location as you can possibly get. But longer term, institutionally, Randolph Macon does not have the optional Carnegie endorsement for civic engagement. And so longer term, one of my goals for my administrative role is to move us toward that classification. I think we’re doing the work, but I don’t think we have done enough to demonstrate that yet in a sort of systematic way, and so my own personal goal is to see us obtain that classification within the next few years.

Carah: So I moved this year to be full time in the nonprofit space, and then I’m teaching a course at UVA. I am really trying to focus right now on thinking about the broader pro- democracy movement, and hoping to do additional work that really links community-based organizations and national organizations that are engaged with academic institutions and specifically with professors, so that there can be a better matching between research needs and teaching needs, and sort of the broader movement in civil society.

Rebecca: Sounds like some really wonderful projects are underway.

John: Well, thank you for joining us. This is an issue that we’re going to have to be facing for quite a while now, because I don’t think we’re going to see a reduction in polarization and social media and social networks. So it’s an issue we all have to address. Thank you for putting this together and providing this resource.

Lauren: Thank you for having us.

Allison: Yes, thank you.

Carah: Thank you so much.

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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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258. Deconstructing Assumptions

Posted in access, authentic learning, bias, civic engagement, diversity, engagement, equity, first-generation, higher education, inclusion, learning, pedagogy, racism, reflective practice, social justice, teaching
October 12, 2022

Students enter classes with preconceptions about what a professor looks like. In this episode, Jesica Fernandez joins us to discuss a learning activity that can be used at the start of the semester to help confront and deconstruct these assumptions. Jesica is an Assistant Professor of Critical Race and Ethnic Studies at Santa Clara University. She is also the author of a chapter in Picture a Professor, edited by Jessamyn Neuhaus.

  • Show Notes
  • Transcript

Show Notes

  • Neuhaus, Jessamyn (2022). Picture a Professor: Interrupting Biases about Faculty and Increasing Student Learning. West Virginia University Press.
  • Fernández, J. S. (2021). Growing Up Latinx: Coming of Age in a Time of Contested Citizenship. NYU Press.
  • Youth for Justice Project

Transcript

John: Students enter classes with preconceptions about what a professor looks like. In this episode, we discuss a learning activity that can be used at the start of the semester to help confront and deconstruct these biases.

[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 Jesica Fernandez. Jesica is an Assistant Professor of Critical Race and Ethnic Studies at Santa Clara University. She is also the author of a chapter in the Picture a Professor Project edited by Jessamyn Neuhaus. Welcome, Jesica.

Jesica: Thank you very much for the invitation and for sharing and holding space with us. I look forward to our conversation.

John: Our teas today are: … Jesica, are you drinking any tea?

Jesica: Yes, I always drink tea. [LAUGHTER]

John: What type of tea?

Jesica: Right now, because it’s very hot where I am, in San Jose, California and it’s unusually hot, we are in the three digits, and still I’m having hot tea. And I’m having a hibiscus with pu’erh blend that I make to kind of keep me caffeinated. But also bring in a little bit of freshness with the hibiscus. And the pu’erh is always really grounding and earth-like tasting. And for some reason, hot tea cools me off, so it works for me both in winter and in the summer.

Rebecca: I’m drinking Prince of Wales. I mean, not the actual Prince of Wales, but…

Jesica: That sounds really funny [LAUGHTER].

Rebecca: That might be weird [LAUGHTER].

Jesica: Yeah [LAUGHTER].

John: There might be some laws against that. And I am drinking spring cherry green tea.

Rebecca: Well, that sounds nice, John.

John: It is.

Jesica: Nice and fresh, yeah.

John: Well, it was probably fresher in the spring. Now we’re moving into late summer, early fall.

Rebecca: So Jesica, we’ve invited you here today to discuss your chapter in Picture a Professor entitled “Critical Reflexivity As a Tool for Deconstructing Student Biases About What a Professor Embodies.” Could you tell us a little bit about this chapter?

Jesica: Yes, of course. So this chapter focuses on a teaching and pedagogy activity that I typically implement and facilitate on the first day of class. And I’ve been practicing and integrating this activity for more than 10 years since I started teaching. And what inspired me to integrate this activity on the first day of class was really inspired by an experience I had as an undergraduate student at the University of California in Santa Cruz where, for the first time… this is my fourth year as an undergraduate student, it’s my, I think, first or second quarter of the academic year, and for the first time, I have a professor with whom I identify. She’s a woman, she’s a woman of color, she’s Mexican American, she comes from an immigrant family. And I had never had a professor like her before. And she started asking students all these questions about what we thought of her in a very sort of open, transparent, non judgmental kind of way. And she generated this long list of what we said as students, our assumptions of her and who she was, trying to kind of figure her out. And then she started to share a little bit about who she was, what she did, and her journey. And I have to say that that was the first time that I felt seen and heard and affirmed in a college classroom, higher education experience. And it made me feel like I belonged, that me going off to college was not a mistake, that I was not an error on campus, but that I had a place there. And it stayed with me. And it’s always stayed with me. That first experience was one of the motivations for me going off to pursue a PhD, because then I started to realize that, “Oh, this is a career, I don’t have to just be a high school teacher, I can be a college teacher, I can do both. I can teach high school students and I can teach college students.” So it just opened up my mind in terms of what was possible for me. So when I went off to grad school, and I started being a teaching assistant, mostly of undergraduate courses, and a teaching aid, I started to incorporate elements of that activity, that exercise, into my teaching. And then when I went off to teach, after receiving my PhD, both as a adjunct faculty, lecturer, and contingent faculty, and then now as an assistant professor, I’ve modified that activity and I’ve integrated it, and I’ve called it, as I do in the chapter, “Picture a professor, or what does a Professor look like?” And it starts with that question of having students close their eyes, tune in to their breath, their body, and then I asked them to imagine what does a professor look like? Who, what comes to your mind? And I have them imagine and visualize that person. I asked them, What is the gender of this professor? What is the race, ethnicity? What are some cultural representations, what is their sexuality? All of these external characteristics of a quote unquote, professor. And then I have students open their eyes, and then as a class, I asked them to say out loud, if they’re comfortable, who or what came to their mind in terms of the characteristics that they visioned and visualized. And at the beginning, about, maybe more than 10 years ago, the majority, most all of the students, would say that it was a white male, old person with Oxford’s, and a leather briefcase, and a suit with a bow tie. They became really descriptive. But recently, I would say maybe in the past five years, those descriptions have really changed in ways that I find really radically helpful and encouraging. They’ve said that they imagined a woman, that they imagined a woman of color, or faculty of color. So now, it’s just much more diverse. And so that really excites me. So I wanted to write about that process, that experience, and how I’ve facilitated and integrated this activity into my teaching on the first day, if not, the first week of classes, to really get students to shed any assumptions and expectations about who a professor is, or who a professor can be. And then, situating myself in relationship to those assumptions as what I am and what I am not. I am a first-generation high school, college graduate, I am a woman of color, I identify as Mexican American, as Latina, cisgender person. So all of these things. And then, I say that who I am is very tied to my teaching approach and pedagogy. And so, that’s how we begin to kind of uncover the layers of who we are and what we bring into the classroom, and what are the schemas, or visual representations, that might not necessarily be resonating with where we are, and who we are, and who we want to be in community and in relationship with. Because ultimately, to me, that’s teaching right? Fostering a relationship of collaborative forms of learning in community. So that was a long answer to your question [LAUGHTER]. But I think it provides an overview of the chapter and really my motivation and intention for writing about this.

John: What level are your students? Are they mostly freshmen or upper-level students?

Jesica: I teach at a small liberal arts Jesuit institution here in the Silicon Valley, and the majority of them are undergraduate students, mostly first-year students. I integrate this activity in all of my classes, both the lower-division courses and the upper-division courses with both Ethnic Studies majors and minors, and non majors and minors. So I do get a range of students in terms of the diversity of demographics in the classroom. Many students who are in the STEM fields take courses in the Ethnic Studies Department to fulfill the one diversity requirement needed for graduation. And it is typically those students who will often describe the more conventional assumptions of a professor, given the demographics of the faculty in our School of Engineering, and in the STEM fields. But then students who are in the College of Arts and Sciences and the Social Sciences and Humanities, they describe much more diverse faculty when asked to describe who comes to their mind.

John: Because I was wondering what might have caused the shift in perceptions. And I was wondering if some of it might have been tied to increasing diversity in the faculty, or if it may perhaps relate to changing cultural stereotypes, which might be even more encouraging.

Jesica: I would say it’s a combination of both, and both, I think, are very good news for us in higher education. To see the diversity of faculty reflected and represented in our student demographics is really important. And also very much these cultural shifts in who a professor is or can be. I think there’s the Netflix show or a TV series, a very short one that’s called The Chair. And it’s about a faculty department chair who’s going through the sort of politics of academia that we’re all very familiar with, and she’s a woman of color, and so I think the media also plays a huge role in shaping these messages of who a professor is or can be, so it’s all, I think, hopeful knows.

Rebecca: One thing that I was thinking about as you were describing your motivations for the chapter and your experiences is that we often think about or talk about student belonging, and needing to facilitate that at the beginning of the semester. And this activity certainly can aid with that but it also seems like it establishes a sense of belonging for the faculty member as well.

Jesica: Yes, it does. For me, it does and it has worked in that way. Because it allows me to be very authentic about who I am and what I bring into the classroom, because inevitably many of the topics that we’re going to be learning about, while they are rooted in a socio-historical analysis and discourse, as well as empirical and theoretical evidence, it’s also very tied both to my own lived experiences, as well as the experiences of many, if not all, of my students in various ways. Especially when we’re talking about topics of immigration, or when we’re talking about experiences with misrecognition, either because of the intersections of race, gender, and ethnicity, or other social categories. There’s always a way for us to bring in what we’re learning into the experiential knowledge. And I try to cultivate that through this activity by creating a space where students can bring their whole selves into what we’re learning, and to see learning as something that is relational and reflexive.

John: What do students take away from this experience?

Jesica: After we do the activity, and I ask all these series of questions, then I ask at the end, “Now, has your perception of a professor changed? Has it made you rethink what you initially thought?” And most students will say, “Oh, yeah, now I remember I had a fill in the blank professor that was different from whom I originally envisioned,” and when they are able to reflect back to their initial visualization, or memory, or thought, and then begin to unpack that and deconstruct it, and compare and then contrast it to other examples and representations of professors that they’ve had, or professors that they know. Then what that does for me is it indicates that they are capable of reflecting and unlearning and then relearning in a different way, in a way that allows them to not judge or feel guilty or bad for what they thought before, but that there’s like an aha moment or “hmm, that’s interesting, like, oh, okay, I can change my way of thinking.” And that, to me, is gold [LAUGHTER]. Because when we’re gonna be talking about race and ethnicity, and all these structural forms of oppression and inequities and injustices, it’s important for us to remain really open and humble and expansive of what we don’t know, what we think we might know, but will inevitably often find ourselves unpacking and deconstructing, and then learning in a different way. And we do this together. So that’s typically what students take away. And then I can go back to this particular activity or example or moment of this, like, hmmm, aha, to then connect it with other topics we’ll be engaging in class that will be of course much more challenging and difficult for us to talk about, like immigration, like police brutality, and other topics.

Rebecca: Are there other ways that you build in similar kinds of activities throughout the semester that build on this particular activity? You mentioned referring back to this, because you’re doing some similar processes, but are there other activities that you do on a regular basis that help facilitate this kind of reflection throughout the semester?

Jesica: Yes, so I have similar variations of this activity that I integrate into my courses based on a particular topic. I also use similar prompts, questions, and visualizations and reflections in both my community-based research methods course, as well as my youth activism and social movements course. In the methods course, I ask students to describe, imagine, and visualize what research is, and we create a list of what do we associate with the word research? How does that make you feel? What does that involve? And many students come up with all kinds of things, research as experiments, as hypothesis testing, as manipulating variables, as looking through a one-way mirror glass, these very conventional understandings of research. Someone with a white coat [LAUGHTER], who looks like a doctor and has a beaker and is like, testing things. So then we begin to unpack, okay, well, community-based research is not that. It’s something that’s very anchored and rooted in community experiences, community narratives, community stories, ethnographic work, so on and so forth. And so that’s how we began to acknowledge what we are bringing into the classroom space based on our experiences and assumptions wherever they might be rooted. And then how does that compare and contrast with what we’re going to be learning together? And I ask similar questions in my other course, particularly around youth: “Who comes to your mind when you think of youth? Who do you imagine, who do you visualize?” So then at the end for that activity, when I say “Well, many people will consider you youth,” many of them are sort of taken aback, and some of them get upset. They say, “Oh, but we’re not youth, we’re adults.” And so then that’s where the work begins of: “Okay, well, now let’s unpack this social construction of youth hood and childhood and what is adulthood? And what does that mean? And how does that support or constrain you in your own agency?” and so on, and so forth. So for many of my courses, many of these topics that are rooted in social constructivism perceptions that we unconsciously may not have been aware of, but are inevitably shaped and informed by, to me serve as the focus of what we’re going to unpack and deconstruct through reflection, through dialogue, through the course material, and then in collaboration with each other’s experiences as a source of where these concepts might be surfacing, or can be applied.

Rebecca: It sounds like a great strategy in a lot of different contexts. As you were talking, Jesica, was imagining various places where I could use a similar strategy in my classes, even though I don’t teach the kind of subject matter that you teach. I teach in design, but there’s a lot of places where having a moment to reflect on our stereotypes of who we expect an audience to be, for example, would be a great time to maybe do one of these exercises.

Jesica: Thank you for that, I find that reflection is a very opening and welcoming way for students to connect with material and topics that might be difficult for them to articulate or voice out loud, because it’s in their experience, it’s in their mind, it’s in their memory, it’s in their dreams. And so if I can get them to connect first with their thoughts, then we can begin to move into the thinking, into the articulation, the dialogue, and then the action, which is really important as well.

John: What are some other ways in which you tie in to your students’ lived experiences and their identities?

Jesica: Several of my assignments integrate experiential knowledge and learning. For example, one assignment that I had developed previously, before the pandemic, and in the context of the pandemic, I modified it and assigned it again, and it became a very useful assignment, not only to support student critical thinking and learning, but also to facilitate, or help support, a sense of healing… a testimonial assignment where students are asked to conduct a testimonial structured interview with someone in their family, community, or in proximity, to someone they feel connected and comfortable with. And there’s a series of questions or prompts that I offer students, it’s usually maybe four or five, it’s about, you know, how does this person identify, what is their lived experience, what is something they’re radically hopeful about, or something they are currently being challenged by and so on. And then students can integrate their own questions too. But the purpose of this assignment is to have students reflect on how this methodology, that is very much rooted in community organizing strategies, is also part of the ways in which different groups and communities have authored their own histories in ways that generate forms of decolonial knowledge and help support movements for transformation, for justice, for equity and social change, and so on. So testimonial, both as a method, but also as a strategic tool for movement building, and then in the context of my class as a pedagogy. So students conduct these testimonial interviews, and they are encouraged to connect that material to readings in the course. And that’s one way in which they are able to bring, not only themselves in their lived experiences in connection to what we’re reading and learning, but also bring another person into that learning experience as well. To offer an example, one student conducted her testimonial interview with her mother and this is in the context of the pandemic, and for that week, we had been talking about the United Farmworkers movement, and so Cesar Chavez, Dolores Huerta. The student had a series of questions, and in the course of conducting this testimonial with her mother, and as her mother was reflecting on the challenges of COVID, and the economic precarity, the mother also shared that she was making masks and selling masks to help support her family financially. And that she was doing all kinds of forms of social entrepreneurship to support her family. And this student was able to connect her mother’s testimonial with the various ways in which, in the context of the United Farmworkers movement, several other communities were engaging in, not only forms of social activism, but also social entrepreneurship, to support themselves and their families. And this is something that is characteristic of various Latinx communities who may be of mixed immigrant status and may not have the resources to be able to seek employment in lawful ways, but are nevertheless able to contribute to their families, their communities, our economy, in ways that are often invisiblized and unrecognized. So that’s one example of an assignment and how I integrate students’ lived experiences, community lived experiences, into what we’re learning in connection with a social and historical understanding.

Rebecca: That sounds like a lot of really great assignments, when can I sign up? [LAUGHTER]

Jesica: [LAUGHTER] Thank you, some students really do dive deeply and with heart into these assignments. And then, of course, other students are really just looking to fulfill a requirement. But I would say that even those who are just taking this to fulfill the requirement, these courses to fulfill a requirement, it is always my intention and my goal to have them walk away with a more humanizing understanding of themselves and others, so that they can bring in those values and principles into whatever industry or workplace they’re gonna be in.

John: You mentioned community research, and the testimonials that you’ve had students do would be part of that. But do you do any other community research projects in your classes?

Jesica: Yes, students in my community-based research methods course have to develop a research project proposal that is of their own making and imagining, it’s an independent research project. And that course serves as the foundation for the capstone project, and for some students, even their honors thesis. So it’s a foundational course for what will continue to evolve and develop as they pursue their research. And most of the projects that students develop are anchored in a particular issue or topic that is of significance and of importance to them, and/or are impacting them or their communities in some form. One of the first assignments that I give the students to help them develop their research project and topic is a brainstorming activity where again, I’m asking them to reflect on a memory of a circumstance or a situation where they or someone in their community, someone they care about, was impacted in some form. And many students reflect on their own lived experiences and the challenges of being on our campus. Our campus is a primarily white institution. Many of the students in our ethnic studies department are students of color, or students that identify as students of color. And we also have a growing number of white students who see themselves as allies. And so many students reflect on their college experiences to build and construct their projects. Many students have engaged in project topics that focus on the role of white allies on our campus, and how to be a white ally when students of color are being impacted by some of the hegemonic discourses on our campus. And this was particularly salient in the context of the Trump administration, many students were really struggling to want to respond to the forms of racism that were surfacing on campus. And so as bad as that global and national context was, in my experience, served as a reckoning, and as a critical opportunity to engage in these forms of allyship and solidarity. And students saw this as an opportunity to pursue that through the development of their research projects. So that would be one example of the ways in which student experiences are integrated into the projects that they developed. I had another student, shortly after the murder of George Floyd, who experienced racial profiling with our Campus Safety Office, and then developed a project that focused on that. Conducting Interviews with the primarily black students on our campus who had been profiled in various ways. And then engaging in conversations with our campus safety department and as well as other administrators on our campus about how can we create a safe and inclusive campus community for all students and especially for our black students where our student demographic population on our campus is less than 3%.

Rebecca: That sounds like great projects, for sure. Speaking of great projects, you recently released a book entitled Growing up Latinx: Coming of age in a time of contested citizenship. Can you talk a little bit about this book and maybe its relationship to your work in the classroom?

Jesica: Yes, I still find it really hard to believe sometimes that I wrote a book
[LAUGHTER].

Rebecca: [LAUGHTER]

Jesica: But it’s very exciting. I mean, the book took 10 years and people are asking when is the next book? I’m recovering from this one. [LAUGHTER] You have no idea. [LAUGHTER]

Rebecca: Well, it’s here, it’s out there.

Jesica: It is, it really is. So writing a book is no easy thing. So much admiration for those that do. This book, as I said, it’s been more than 10 years in the making. It focuses primarily on work that I engaged in with young people in the context of a youth participatory action research after-school program in an unincorporated, predominantly Latinx immigrant community in the Central Coast as part of my graduate studies, as part of my dissertation work. And this work was also very much a collaboration between my advisor, Dr. Gina Langham, and several of us who are graduate students of hers during that time period. And the main purpose, and I would say, vision of the book, is to invite educators, to invite those of us who engage with, connect, learn from, and build with young people, to have us think more critically and reflexively about the ways in which young people develop socio-politically. How do they develop a social and political subjectivity, a socio-political understanding of themselves, as capable of making and leading change to better their living and learning environments. And to advocate, in many cases, on behalf of their families and communities, especially when these communities and families are under threat, and are experiencing forms of violence due to anti-immigrant discourses and policies? And so how is it that young people come to an understanding of these discourses that are inevitably impacting them and their families and communities and then develop language to speak back to that? And how do they begin to act in ways that resist and refuse being seen as young people who are naive or unworldly or ignorant about these broader, big political issues that we often think or assume they don’t know about or care about, but they very much do. And so, it’s a story about what I learned in the context of this after-school program, what we learned together, and what we sought to create, through the development of this space where those conversations could be had. And then where we could imagine something different through the creation of art, through having them author and tell their own stories, and sharing those publicly through the creation of a school-based mural. So the book is very much rooted in this desire and intention to invite us, as adults, whoever we are in whatever identities we share, to really listen with an open heart and an open mind to the stories of Latinx youth, and what are we cultivating that is going to allow them to thrive and flourish, particularly when they are, and will become, one of the largest demographics in the US. So to not include them is devastating. As we think of our democracy, and our ways of pursuing justice and freedom and liberation, well, what does that mean? What does that gonna look like when a significant portion of our rising demographics are not going to feel included or that they belong? When in reality, they do belong. And so how can we create spaces and conversations and different perceptions for that to be?

John: You mentioned that you were working on this for the past 10 years. What was it like working on this during the age of Trump?

Jesica: Oh goodness [LAUGHTER].

John: [LAUGHTER] I was just imagining it had to be really challenging.

Jesica: It was very challenging. It was very challenging because things were constantly changing politically, in terms of political discourses, DACA was in Supreme Court still in the Supreme Court. So politically, being able to capture the moment was difficult, because the ground was always constantly moving. However, because the bulk of the data collection took place before Trump, and in the context of the Obama administration, actually, I was able to instead frame it during that time period, to then focus on the socio-political landscape and political climate between 2009 and 2012. And then be able to say in my conclusion and in later chapters, how the Trump administration is really begging for us to challenge these anti immigrant discourses and the racist nativism that began to form and unfold even before Trump was president. Because under the Obama administration, we had many families be deported, especially under the Secure Communities deportation campaign, and many of the stories featured in the book that talk about young people having family members deported was not under the Trump administration, it was under the Obama administration. So yes, it was challenging to write about this in the context of Trump, because what started and happened under Obama was exponentially taking place under Trump. And so the book offered me a way to be able to make those links and those connections. And if anything, it gave me even greater motivation and push to see this book out. Because now is the time, as is always the time to center youth voices and experiences, especially when they’re being targeted and impacted in these very public and, I would say, violent and dehumanizing ways. So it was challenging, and it also provided a much needed fire to bring this into the light.

Rebecca: Although it may be difficult, could you share one key story or perspective of youth that you captured in this book that might be particularly useful for college educators to be thinking about as they’re prepping classes and working with students across a wide range of ethnic backgrounds and experiences?

Jesica: That is a very deep and profound question. [LAUGHTER] Thank you for that, because it’s a question that I have been thinking about consistently, as I prepare to start the new academic year. And as I feel deep, heartfelt gratitude that my book is out. And I am wondering, regularly these days, frequently, how is it that this space of affirmation and of humanity, and of care and community that we were able to cultivate with the youth featured in the book, how can I bring that more intentionally into the classroom space? I’ve always thought about this and I try to do this all the time when I teach my college students. And I think that right now, because of the political discourse and political climate, we need spaces of bridging and of connection, more and more, not just in the classroom, but in other spaces as well. And so one of the ways in which I have been thinking about integrating that is by fostering moments of play and curiosity. In the context of our after school program with the youth, we did a lot of community building activities. We did a lot of games and icebreakers that helped them learn these core concepts like power and agency and structure through play. We did Theater of the Oppressed, in some of our after school program sessions. And so I’m thinking about integrating that with my college undergraduate students bringing art, bringing curiosity, bringing play, because for the past more than two years, we’ve been engaging in forms of learning that have not been very multidimensional, that have been on screen. And so how can we bring our whole bodies into the flow of learning, bringing our whole selves and so I have been imagining and envisioning a classroom where we are meeting outside, where we are moving our bodies, where we are feeling, where we are reflecting, where we are bringing our whole selves into the classroom. Especially because over the past year, we’ve had some very difficult challenges with student mental health. And so I’m integrating into my courses, practices for community care. And so for my educators out there, and for myself as well, if I forget, [LAUGHTER] I want to remind all of us, teachers, students, educators, lifelong learners, that our first introduction to learning was their curiosity and play as children, as youth. And so how can we activate and bring that into the various teaching and learning spaces that we inhabit? Perhaps, it will make us feel foolish, but we surely will have a lot more fun. And I’m most certain that we will definitely learn along the way. And it’s good for the soul. [LAUGHTER] It’s good for our health and our body to bring that into activation as well. So we’ll see how it goes. I’m very, very curious to integrate curiosity into my teaching,

Rebecca: See, you’re already practicing it.

Jesica: [LAUGHTER] We’ll see how it goes.

John: We always end with the question, what’s next?

Jesica: In terms of what’s next, I am feeling radically hopeful that we will be going into our last academic year of pandemic doings and undoings. [LAUGHTER] And that we will be able to feel a little bit more grounded in the activities that many of us had scheduled and imagined and visualized during teaching academic years. And I am also feeling radically hopeful that teaching will be completely different, again in ways that are a little bit more humanizing, grounded in community care, and in relationality and, in community building as we move into the physical dynamics of the classroom space. So in terms of what’s next for me is taking it one day at a time remaining humble and grounded in caring for and supporting my students’ socio-political well being and development, that the teaching and the learning that I facilitate and cultivate leaves the classroom, that they’re able to apply what we learn to the real world, to their professional pursuits, to their community work and service. And that’s for teaching. And that’s very integrated and aligned and interdependent with my research as well. In terms of what’s next for my research, I’m very excited to return back to youth after-school programming spaces. Last year, I had the privilege and the honor to develop a collaboration with a local middle school, in proximity to the community here where I live and work. And I’m very excited about continuing that after-school program collaboration with young people from communities of color, engaging in topics of racial and environmental justice, and supporting them in their learning of community based research methods and tools so that they can be the researchers who are documenting these forms of precarity, and injustice and inequity in their community, and then also be the visualizers, and advocates, and organizers for the kinds of changes they want to see. So I’m very excited about that. And having my undergraduate students be a part of that space, after-school program space, it’s called the project, so that then we can really begin to apply what we’re learning to the very, very real world with young people. So that’s what’s next, and always remaining fluid to anything that comes my way. [LAUGHTER] Because change is a constant. We plan for something, but you never know what’s gonna unfold.

John: If we didn’t realize that before. COVID has certainly brought that to the forefront for all of us. Well, thank you. It was really nice to chat with you, and you’re doing some great work. Thanks for joining us.

Rebecca: We look forward to celebrating some of your what’s next in the near future.

Jesica: Thank you so much for inviting me. This is the first time I’ve ever been a part of a podcast. And so I really enjoyed the opportunity to have a conversation with both of you. And thank you for allowing me to reflect on the questions that you posed, which, as academics and scholars, we rarely have an opportunity to think about what we’re doing and the impact. So, thank you very much.

Rebecca: Yeah, thanks for taking the time.

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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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©2017 Rebecca Mushtare and John Kane.

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