349. Growth Mindset Messaging

First-generation college students, on average, have lower GPAs and higher dropout rates than continuing-generation students. In this episode, Elizabeth Canning, Makita White, and William B. Davis join us to discuss a growth-mindset intervention that has eliminated this equity gap in a large STEM class.

Elizabeth is an Associate Professor in the Psychology Department at Washington State University. Makita is a graduate student at WSU’s Experimental Psychology Program, and William is a Professor of Molecular Biology and the Interim Vice Provost for Academic Excellence and Student Achievement at WSU.

Show Notes

Transcript

John: First-generation college students, on average, have lower GPAs and higher dropout rates than continuing-generation students. In this episode, we discuss a growth-mindset intervention that has eliminated this equity gap in a large STEM class.

[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 guests today are Elizabeth Canning, Makita White, and William B. Davis. Elizabeth is an Associate Professor in the Psychology Department at Washington State University. Makita is a graduate student at WSU’s Experimental Psychology Program, and William is a Professor of Molecular Biology and the Interim Vice Provost for Academic Excellence and Student Achievement at WSU. Welcome back, Elizabeth and Makita, and welcome, William.

Bill: Thank you. It’s a pleasure to be here.

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

Elizabeth: I am drinking tea. I’ve learned from past podcasts with you that I should bring some tea along. So I’m drinking some sweet and spicy black tea today.

Rebecca: Sweet and Spicy… [LAUGHTER] sounds interesting.

Elizabeth: It has some cinnamon and some orange. It’s very good.

John: Very nice. And Makita?

Makita: I’ve got classic Earl Grey today.

Rebecca: Can’t go wrong with a classic. [LAUGHTER]

John: And Bill?

Bill:I have a Raspberry Zinger herbal tea today.

Rebecca: I’ve moved on to Awake tea… this time of day. [LAUGHTER]

John: We recorded another podcast much, much earlier today. So that’s probably needed a bit more. [LAUGHTER] And so that I won’t be awake all night tonight, as I have been for much of the last couple of nights, I have just a pure peppermint tea.

Rebecca: Probably a better choice for this time of day. [LAUGHTER]

John: And for this time of the year.

Rebecca: So we’ve invited you here today to discuss your March 2024 study: “Growth Mindset Messages from Instructors Improve Academic Performance Among First-Generation College Students,” which is quite a mouthful. [LAUGHTER] But before we discuss the study, can you talk a little bit about the difference in outcomes between first-generation students and continuing-generation college students?

Makita: Sure. So when we say first generation, we usually mean someone who’s the first in their family to attend college. For this study, we specifically defined it as a student for whom neither parent has earned a four-year college degree. And these students typically have to face and overcome a lot of social and cultural barriers in order to be successful in college. And although almost a third of the people who go to college are first-generation, they don’t always seem to do as well as continuing-generation college students. On average, they tend to have a little more difficulty adapting to college, they typically earn lower grades and they have higher dropout rates. They also act a little bit differently, they’re less likely to do things like go to office hours, or communicate with their instructors, whether that’s by email or in person to seek clarification on course materials. And just in general, they tend to be less likely to try to access helpful academic resources when we compare them with continuing-generation college students, which would be students for whom at least one parent has earned a four-year college degree. And on top of all of that, the students are also usually… I mean, they have to be… dealing with having less familial guidance than their peers do when it comes to navigating higher education. So if you’re a continuing-generation student, you have a parent who might tell you something like, “Hey, it’s a good idea to go to office hours,” or “You should be asking questions” or “there’s a financial aid department,” important stuff like that. They also may be dealing with a mismatch between the values and culture that they grew up in, compared with the values and expectations of an American university, which is typically very individualistic and may not be as supportive as what they are used to. And of course, they’re also more likely to be working, living off of campus, and they usually get less financial support from their families. But there are other factors that may exacerbate the difficulties that they’re dealing with. And this study is about one of those.

Bill:And one of the things that, just for context at our local institution to keep in mind, is WSU has a lot of, for lack of a better term, brand loyalty. It was not uncommon for me in my class to have fourth generation Cougars. And if you think about that legacy of your great-grandparents had attended this institution, as had other people, that sort of familial knowledge that gets passed along, is a huge benefit for that population of students as compared to the first-generation students as Makita was talking about.

John: One of the things that you mentioned, Makita, was differences in help-seeking behavior. And one of the studies on that is one that we talked about with you and Elizabeth in an earlier podcast, and we’ll include a link to that in the show notes. Could you describe this current study?

Elizabeth: Yeah, so this study we conducted in 2021, I believe. It was the second semester online, so the pandemic year. I know we’re all sort of crossing out that memory from our minds… [LAUGHTER] …that whole year. As instructors, it was a little tumultuous. But Bill and I got together and we designed this study together in his class. He was teaching at the time the introductory biology class at WSU. And what we decided to do is test out some actionable techniques that instructors can do to communicate a growth mindset to their students. So a lot of the research that my lab does looks at how growth mindset messages impact different students from different backgrounds. And at this time, there was a lot of suggestions about how to implement growth mindset ideas in your class, how to change course material, how to integrate it throughout, but there wasn’t really any experimental evidence of specific strategies that instructors can do. So we decided that we would just test it out in Bill’s class. So what we did in this study is we randomly assigned everybody in the course to one of two conditions: a control condition or a growth-mindset message condition. And after the first two major exams in the course, students received an email from Bill, and in the control condition they received a message that is pretty typical of an instructor after an exam has been conducted in their class. It says things like: “exam grades are posted online, here’s how we calculated them,”
“here’s what it means,” and then “feel free to talk to me in office hours, or ask questions about it.“ In the growth mindset message condition, we included all of that information, but we also included a fairly lengthy paragraph… I’ve gotten comments on… but it’s a big chunk of a paragraph that basically says, in Bill’s words, “Here’s what I believe about student performance and exam performance and improving in the class.” And there we integrated growth mindset theory, we talked about how abilities can be improved, we talked about how academic struggles are normal to experience, and that this struggle is part of the process of learning, that is something that is controllable. That you can put in effort that you can use different strategies to make improvements. And I think we used, Bill, if correct me if I’m wrong, we started with a draft of this email that you had already been doing in your class. And we just sort of infused it a little bit more. So Bill really wrote like the first draft of it, and then we kind of went back and forth a little bit to edit it and infuse it a little bit more with growth mindset. But it’s really written in the voice of the instructor. After we implemented this email after the first exam, we did it again after the second exam, changing the language a little bit. We assessed their performance across the semester. So we looked at their exam grades, we looked at their final course grade, and we found that students who were in the growth mindset condition earned higher grades in the course. And this was predominantly driven by first-generation college students. So first-generation college students performed much better in the course, when they received those growth-mindset messages from the instructor.

Rebecca: Can you talk a little bit about the effects and how significant they were?

Elizabeth: Yeah, so when we look at the group differences in the control condition, what we find that’s very consistent across big STEM courses across the university, that continuing-generation students are getting better grades than first-generation students. So in this course, they’re earning about three-fourths of a letter grade higher than first-generation students. So this is a really, really big gap between the continuing-generation students and the first-generation students. It’s not specific to this one course. So we see this in a lot of different datasets. But what was really remarkable in this study is that that difference in their grades was completely eliminated in the growth-mindset condition. So first-generation college students earned about three-fourths of a letter grade higher in the growth-mindset condition compared to the control condition. So this is a pretty large effect on final course grades. And of course, it’s pretty significant in terms of the curriculum that they’re a part of. Bill, if you want to talk a little bit about the students who took this course and how it plays a role in their career trajectories.

Bill:Yeah, thank you for that. I was looking forward to jumping in a little bit. And this is a little bit about my journey too, in this course. So, at this point, just for context, this was the 16th semester that I had taught this course. Largely I had been either the sole instructor or I was the primary instructor of record for the course. It’s taken by about 450 to 550 students each semester, little bit of differential between fall and spring in size, over 50 different majors, or pre-major students take this class. It’s nominally a freshman majors biology course. But there’s a substantial number of students who are neither biology majors or life science majors. And there’s a sizable number of students who are not freshmen. So, in reality, the highest population of my course normally were sophomores, freshmen were the largest population in that spring semester. And that was pretty typical, because it is oftentimes taken as the second semester of an introductory biology sequence. So yeah, and to be honest, over the years before this study, I had been trying to narrow those opportunity gaps between first-generation and continuing-generation students. I knew they existed. I had done many things with the course experimentally over the years, and never had really closed that gap. This was one of the first times, if ever, I saw that gap completely close in anything that I tried, and I tried tinkering in the lecture in the lab, big changes, small changes, a lot had gone on before this.

John: You mentioned that the class is normally about 450 students. Could you tell us a little bit more about the specific course in which you implemented this? You noted that this was during the pandemic. Was this offered remotely? Was it synchronous? Was it asynchronous? And how many students were there in this particular sample?

Bill:So, the course was taught in a synchronous Zoom manner. So both the lecture and the lab were taught using zoom. I believe, if memory serves, I had the largest Zoom Room on campus that semester. I can’t remember the exact number, I want to say my enrollment that semester was somewhere close to 550, or 600

Makita: The final sample is 417, I believe.
Bill:417. That’s right. That’s how many students, so it must have been around probably 450, at the beginning of the semester, or something like that. Yeah, we had synchronous Zoom every day with students. In fact, I learned pretty quickly how to crash Zoom my first semester I taught remotely. [LAUGHTER] So by then, it was a little bit more of a pro, and at least knew how to keep it running for 50 minutes at a time.

Rebecca: And true badge of honor.

Bill:[LAUGHTER] Well, there are many lumps that we took in the pandemic and learning how to teach and Zoom was one of them. [LAUGHTER]

John: I had 350 students in the fall of 2020, and it was not my most enjoyable teaching experience. What are the factors you controlled for? Because you did control for some other variables to separate out the effect of the growth-mindset messaging?

Elizabeth: Yeah, so we controlled for three things in our analytic models. We controlled for students’ prior college GPA… so this was just their self report… GPA that they’ve had in college. Since this was in the spring semester, all the freshmen had had a semester under their belts at that point, to have an idea of what their college GPA was. We included this just because we were looking at performance. So we wanted to filter out or control for their prior performance, that’s a big predictor of their performance in the class. We also controlled for their self-reported personal mindset beliefs. So we asked the students themselves, what do you believe about the nature of intelligence? Do you think it’s something that can improve? Do you think it’s something that you’re just born with? So we measure their own self-reported mindset beliefs, and we control for that and all of the analyses, because we want to look at the effect of the intervention above and beyond student’s own beliefs about ability. And then the last thing we controlled for was their race or ethnic status. So what they self reported to us on a survey. Here, we controlled for that because there is some overlap between race, ethnicity, and first-generation status. We did look at the different groups separately, we don’t have enough power to really look at race ethnicity as a moderator at the intervention. So we control for it in our analyses to look at the effect of first-gen status above and beyond race and ethnicity,

Rebecca: I can imagine, as an instructor who’s fiddled quite a bit in their class to overcome these equity gaps, that it might have been a little surprising [LAUGHTER] how much of a change happened with such a relatively small intervention.

Bill:It was shocking. It’s funny, because one of the things that Elizabeth has really talked about is how we took materials that I actually already possessed in some ways, and modified them slightly in some cases, and more radically in others, but just that transformation was enough to start to really make an impact. And you could see it happening. And that was amazing to me. I remember when I halved my opportunity gaps in my class with an intervention. And I remember dancing and celebrating, [LAUGHTER] and then this one was just on that scale. This was huge and amazing to me.

John: One of the interesting things in this study is you were looking at the effect in terms of grades on subsequent exams, but you didn’t find much of an effect on the second exam from the first intervention. But when you had two of those messages coming out, that’s where you found the relatively large effect. Why do you think the second message was having more of an effect than just a single message?

Elizabeth: Yeah, so we have a couple of theories. We think that one reason could be that they just need the message more than one time. So they need two doses or more than two doses to sort of really get people’s attention and make them change their behavior. That c ould be one reason. Another reason is that it might be enough to just have one message, but it would take time for behavior to change in order to see a difference in their performance. So it could be that after the first exam, they started engaging with the material differently and then that then sort of snowballed to affect their third exam scores, and then again, their final course performance, but we don’t really know exactly what’s going on. Another reason could be that towards the end of the semester, students get a little antsy, and they start waking up a little bit to, “Oh, I should probably be doing something different if I want to have a grade that looks like this.” So it could be timing, it could be dosage, it could be the effects take longer to materialize in terms of performance changes. One of the interesting things that we found here in this dataset is we did try to look at behavior in the way that we had access to, so we pulled all of their activity on the course website. And this semester, our campus was using Blackboard as the course sites. And we pulled all of the Blackboard data. So we looked at whether students in the growth mindset condition were engaging with Blackboard differently. And we found that they were. Students, on average, who were in the growth-mindset condition engaged with the course material 40 instances more, on average, than students in the control group. This is around a 12% increase in webpage engagement. So after they get this message from the instructor saying that intelligence is something that can grow, abilities can improve over time, and here are some strategies that you might implement to realize those changes, they’re going to the course website, they’re clicking on things, they’re re-reading their notes, they’re looking over the course lectures, they’re engaging more with the resources that are posted there. And then not surprising to any instructor ever, [LAUGHTER] that when students are engaging with the course materials that then lead to greater performance in the class. So we found a mediation effect through their behavior with the course material that was posted online. So this is one example of the behavior change that I was talking about earlier, that when they get this message, it can be inspiring, it can inspire a different type of behavior that can lead to better performance in the course.

Rebecca: Those are really strong click rates generally, [LAUGHTER] especially when we’re often complaining that students don’t read our emails or messages. [LAUGHTER]

Elizabeth: Yes. So, we did look at differences in Blackboard in terms of clicking on course material versus going to the page where all their grades were, like the gradebook. And we didn’t find any differences on their engagement with the gradebook. So it wasn’t that they were just tracking it more or anything like that. But it seems to be the case that they’re actually engaging with the substantive course materials more, on average, in the growth- mindset condition.

Rebecca: It’s just incredible. [LAUGHTER] Can you talk a little bit about… and we’re hinting towards this, obviously… what does this study suggest that faculty and institutions can do to improve outcomes of first-gen students, or maybe even, Bill, what you’ve continued or started to do?

Bill:I think, for me, what I took away from it was being very intentional with my students in communicating what I believe about them. And I mean that in the spirit of the old NPR show, or the segment that they used to do, you know, “This I believe,” where people would have those small snippets. I felt like this intervention was something along those lines where I could be authentic in communicating what I truly believed about their abilities. And I did it in a way that, with some small tweaks, obviously had these much deeper and larger payoffs. And I think that’s one of the real nuggets of wisdom here is that when you want to transform, and have better student outcomes, you want to narrow these opportunity gaps for students from certain backgrounds or experiences when they come in. Oftentimes, you don’t have to throw away what you’re already doing. Oftentimes, you already have nuggets of really important things that you’ve built over time. And all you need to do is to work with somebody who sees things just a little differently and can tweak them with you. And I think that partnership with Elizabeth and Makita was really critical for me. They were able to take things that I already had, and show me a different way to just modify what I was already doing. That messaging would go out to every student after that time point. When you see an effect that size, it almost becomes ethical to in fact, it is ethical, in my opinion that you don’t preclude any student from experiencing it. So that should be the way that everyone should be communicating with their students, in my opinion. And you want to make sure that it’s authentic as well, because I started with a set of materials that I had already written and sort of came from my heart, my own experience, that made the authenticity, I think, real whereas if I would have tried to have said something to students that I really truly didn’t believe about their abilities, I think they would have sniffed that out in a heartbeat. And we probably wouldn’t have seen the effect that we did.

Rebecca: It’s amazing what a little bit of intention can do in the design of something, especially because we often don’t realize how big of an impact a simple communication might have. We almost think of it as like a throw away, or a quick thing you might be doing, but you add a little intention to it, and it starts having a really different impact.

Elizabeth: Yeah, I think you mentioned earlier that students might not read the email, you might think that they’re not going to engage with it. And we also thought that, [LAUGHTER] so we think that in designing this intervention, we were really drawing on a lot of the intervention research that had been done previously. So research on wise interventions, mindset theory, all of that was integrated into the design of the message itself. So we started with Bill’s original emails that he was sending out to students and the messages that he had already curated for his class, and timing it in a time in the class in which students are receptive to that information, I think, is also really key. So we don’t know this empirically. But I would guess that if we were to send that email a couple of weeks before the exam, it would not have the same kind of impact. We send it directly when that performance information was posted online. And that’s when students are questioning themselves. They’re saying, “What does this score mean? Does this mean that I’m not good at this? Does this mean that I can continue? Does this mean that I’m smart or not smart? …and that uncertainty, that is the right time to infuse your message as an instructor to counteract those uncertain messages about ability. So I think the timing really matters. I think authenticity, like Bill said, really matters. Makita and I have been working with other institutions to implement a similar type of intervention with instructors. And before we did that Makita did a bunch of focus groups with the students at these institutions and showed them the messages that we used in Bill’s class, and we ended up changing them quite dramatically. The students gave us feedback like “nobody here would ever say something like that,” or “here’s what you need to say to reach students here in my class,” or “here’s what I will be receptive to.” So students in different contexts are going to respond to different messages. And so you really do want it to fit your own class, how you would speak, how you would talk to your students, the needs of the students in that moment might be different from the class they’re in. So it really is not a copy and paste type of situation where you were gonna copy what we did here and put it in your class. I think you do need to kind of go through the process of generating it for yourself and your own students.

Rebecca: I could imagine there would be an element of needing to evolve it over time, too, as your student population changes, and as you change as a teacher.

Elizabeth: Yeah, absolutely.

John: One of the things that I think is particularly nice about this study is that we see higher DFW rates by first-gen students in STEM classes in particular, and so many students end up leaving STEM fields that they intended to major in in their first couple of years. And that’s where the rate of return to education is the highest. And in general, first-gen students come from lower socioeconomic groups and lower family income groups, and if we do want to see more equity in outcomes, getting more first-gen students into the STEM fields could do a lot to help reduce some of those equity gaps in terms of overall outcomes.

Elizabeth: You mentioned the long term nature of these effects. I think it’s a great question. I think it’s something that we’re currently looking at in a project that we’re doing that’s funded by the National Science Foundation, where we’re looking at how these interventions in an introductory course can change career trajectories, that when you get a B instead of a C in a major introductory course, that’s gonna mean something different to that student, that’s going to set them on a path of following that next course sequence, that next step. So that’s the question that we’re asking and the research that we’re doing now, and hopefully, we’ll have some answers in a few years.

John: Peter Arcidiacono at Duke had done a study on the decision to stay in STEM fields. And he did look at some of these questions in terms of the effects on major choice based on the grades that were received. We can share a link to that study in the show notes. In the IRB proposal, did you include the possibility of following up these students in terms of their outcomes a few years later, in terms of retention rates for the students?

Elizabeth: That’s a great question. I believe in terms of IRB, we had students consent to their academic records. So we should be able to go back and look at transcripts from the students who participated in the class. We could look at course taking, we could look at graduation rates, we could look at major. If these students were freshmen/sophomores in 2021, then we’re probably around the time where they would be finishing up so maybe in the next year we could.

Bill:I was just thinking the same. Now’s the perfect time to go back and take a look, because we’ve had enough time since the intervention to see what’s happened. And actually I was gonna go back to one of your earlier points. You were talking about statistics earlier. Basically, this is really the only way that we’re going to increase the number of STEM students going forward. If first-generation students at WSU are 40% of our population today, that means if we don’t improve their outcomes, then we’re going to continue to see the declines in STEM outcomes and STEM graduates that we are trying so desperately to fight against, and also, we’re not going to have the representation in our STEM graduates of the population of the US that we want to see.

Rebecca: I think in addition to the growth-mindset piece, I’m sure that the authentic nature of the messages also just showed deep care. And that can be really important for first-generation students who need that ally or advocate for them in their college journey. So I can imagine those messages coming from Bill in Bill’s voice that make them feel like “Yeah, you can do this, I care about you,” from that perspective is also really important.

John: And there was a study done by a couple of economists, entitled “My Professor Cares,” where they did follow up students four years later, and they did find a significant effect in retention rates four years later by a similar type of intervention, I don’t think it was quite as much growth-mindset focused, but just sending a signal that the professor cared about the students outcomes, a very simple message, made a significant difference in student’s grades as well as longer term outcomes. So it’s nice to see more studies of this, especially focused on issues such as growth mindset.

Elizabeth: Yeah.

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

Elizabeth: So Makita and I and our lab have been working for the past couple years on following up on these data in different institutions. We used this study as pilot data in a grant application. And now we’re sort of scaling up to other institutions. We have a project with a really large HBCU, a Hispanic-Serving Institution, WSU is continuing to be involved as well, an Asian and Pacific Islander Serving Institution to where we have a number of instructors who vary in different characteristics, different class compositions, and we’re looking at these instructor messages in an experiment in these different contexts to see what matters. Does it help students develop their own growth mindset? Does it change their behavior? Does it work in some contexts, but not others? Do the instructor characteristics matter? So far, in the past two years, we’ve collected data from around 10,000 students who have been involved in this intervention project, and we’re currently in data analysis phase. So stay tuned for future studies and papers that come out of that data set.

John: Makita?

Makita: Well, what’s next for me is Elizabeth and I are actually going to meet right after this to do a debrief and to discuss some of the analyses that I just ran on a study that will be involved in my dissertation.

Rebecca: And how about you, Bill?

Bill:For me, I think about: “How do I proselytize about this work?” Because I think about what little changes make a big difference in an institution. We talk a lot about student retention, we talk a lot about student outcomes, we talk about creating the global citizenry that we want to see emerge from higher education. And the one experience that every student has in common, whether they are a first-generation a continuing-gen, or from some other background, is they have to take classes, and they have to be in classroom environments every day of the week, for the most part, over a course of four years. And I think about what would it look like to have interventions like this, that have evidence that back them, that students get inoculated with repeatedly over multiple time points with different voices, and that faculty engagement in the process of helping our students become better, to find success and to move forward in their careers? To me, that’s the magic of this. I’ve been talking to other people about it and I think about what would a curriculum look like that had small things like this? And how could it transform what we do? And I think that’s a vision that I can buy into, and I hope others are gonna come along for that ride.

Rebecca: I think the scope of the interventions that you’re talking about, that have this kind of impact, are really easy to buy into. Because usually you’re thinking about some drastic, giant investment of time, is what most people are thinking about. And that often is what prevents action from happening. So I’m excited, excited to share this and to hear what comes of your bigger study.

John: And one thing we appreciate is when we see things like this posted on social media so we can hear about it [LAUGHTER] and we can share it out a little bit further. [LAUGHTER] And I hope you’re presenting this at various conferences to reach a larger audience.

Elizabeth: Yeah, we will be presenting some of this work at SABER this summer. So that is the Society for the Advancement of Biology education research, and we’ve presented it in some other psychology conferences throughout the past year as well.

John: Excellent.

Bill:And I gave a plenary talk at the summer educational meeting for the ASBMB, American Society for Biochemistry and Molecular Biology. So I gave a little preview of what we had found. And that generated a lot of discussion and excitement, actually people asking for additional resources and ideas and things. So I think there’s a receptive audience out there.

Rebecca: That’s wonderful.

John: Well, thank you for joining us. It’s always great talking to you and it’s great to hear about this newest study and to meet you, Bill. We’re looking forward to hearing more about how things go in the future.

Elizabeth: Thank you so much. Thanks for having us.

Rebecca: I hope you’ll reach out when your next study is done. [LAUGHTER]

[MUSIC]

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.

[MUSIC]

341. Learning Losses

The transition to remote instruction during the COVID19 pandemic resulted in dramatic learning losses. In this episode, Peace Bransberger joins us to discuss a report that analyzes the extent and persistence of these learning losses. She is the Interim Director, Programs and Evidence, Policy Analysis and Research, and Programs and Services at WICHE, the Western Interstate Commission for Higher Education.

Show Notes

Transcript

John: The transition to remote instruction during the COVID19 pandemic resulted in dramatic learning losses. In this episode, we discuss a report that analyzes the extent and persistence of these learning losses.

[MUSIC]

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

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

John: …and Rebecca Mushtare, a graphic designer…

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

[MUSIC]

John: Our guest today is Peace Bransberger. She is the Interim Director, Programs and Evidence, Policy Analysis and Research, and Programs and Services at WICHE, the Western Interstate Commission for Higher Education. Welcome, Peace.

Peace: Thank you.

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

Peace: I have drank tea and I ended my tea drinking portion of my day with a Trader Joe’s maple espresso tea.

Rebecca: That sounds interesting.

John: I’ve had some of their teas, but I’ve never had that one.

Rebecca: It sounds energizing.

Peace: Yeah, it’s a black tea, has a bit of a smokish coffee kind of impact from the espresso.

Rebecca: Interesting. That’s a new one. I don’t think we’ve had that one yet.

John: No, we haven’t. [LAUGHTER] Well, I have an old one here, a spring cherry green tea in the hopes that we will see spring here. We had a lot of snow in the past week. We’re recording this, we should note, in late March.

Rebecca: I have a Lady Grey today.

John: The Western Interstate Commission for Higher Education is focused primarily on post-secondary education, yet you issued a report which is titled “Navigating Learning Loss and Changing Demographics in Education” in February of this year. Could you tell us a little bit about why you had this focus on learning losses in elementary and secondary education?

Peace: Well, so my organization goes by the acronym, WICHE, you had it correct. We’re a Higher Education Commission. And one of the things we’re known for on the research side of things, because we do a whole bunch of other things to support the 15 Western states and then outlying Pacific territories, higher education systems, and one of the types of research that we’re known for our projections of the number of high school graduates. It goes under the long-standing title of “Knocking at the College Door,” and the projection of the number of high school graduates so that state and institutional planners can strategize around overall student flow trends. We last issued the update to that 40 year ongoing research in 2020, when COVID was first raging, and we issue these projections roughly every four to five years. So we’re in a prep year right now. As part of my job, and being the lead on the network, I am always monitoring K-12 trends data. So we’ll have a heads up about whether something would be monumentally different in the space of high school graduation. And as a result of what I was seeing, we decided in February to issue the report, kind of a summary brief, because the data were compounding and resoundingly indicating that yes, something is currently different, and might continue to be different about high schoolers, and younger K-12 populations as a result of COVID. We’ll go into detail on the learning loss side of things, but from the perspective that we really typically focus on,the numbers of high school graduates, the major demographic trends, the reason that we felt we needed get out in front of what we were seeing is because the learning loss, we see from that the potential that enough children and teens may have been so impacted by the learning disruptions and things that a quantitative impact on the actual high school graduation trend is possible. And that’s important to know, because it’s a second layer on something that I think we all kind of have on our minds, some people will call it demographic cliff, we don’t use that term, even though our data are used to depict the slope, the trend line, it’s the coming downturn in the number of high school graduates, because back in 2008, fewer babies started being born. And to this day, there has not been an uptick in the rate of fertility in the United States and across virtually all of the states. We know this, in fact, it could be next year’s high school graduating class that might begin to evidence some of that trend. And so people are front and center thinking about that demographic change, I would suggest, [LAUGHTER] at a minimum is a contraction in the youth population. I don’t know if what that means necessarily for higher education contraction, but we can talk about is learning loss going to do anything to help that? Are we gonna somehow see actually more high school graduates than we might have otherwise expected given C OVID? Or is it more like what I think we’ve probably all been waiting and worrying about, could it impact that trend and deepen it, amplify the downturn in high school graduates?

Rebecca: So you talked a little bit about the data suggesting losses in persistence of learning? Can you talk a little bit about what those losses look like?

Peace: Sure. And, just for our purposes here, I’ll speak to the national kind of overall results and trends. But I would strongly encourage your listeners, even just as a starting point, to go to the web page that I’m sure we’ll put in the show notes where the report resides. And within that page, I’ve been adding to the list where people can access more detailed data than the national trends. I’d go there because then you can poke around, based on your own institution, and get a sense of the kind of school districts that you might know, school districts that are kind of geographic areas that are really strongly important to your student populations. Because the detail is really important. It’s a really multifaceted, nuanced topic. So about the persistence of the learning losses, and this is in the K-12 pipeline. I mean, technically, we work in grades one through 12 data because kindergarten is not a universal requirement, so it can be hard to know what’s going on there, since the trend data could vary year to year. When I mentioned prior to COVID, or pre-COVID, in the K-12 school system, that would typically mean either the 2019-20 school year, or some folks go back as far as 2018-19, because the 2019 school year included the spring that was disrupted, but by then most learning and assessments had already occurred, and then the quote unquote, post-pandemic assessments that we have availability to summarize go through the spring of 2023. So that’s almost a year ago at this point. But by spring of 2023 students started, after a couple of years that we’ll discuss here about what really happened there, students started showing some resumption in the rate of annual learning and acquisition that was typical pre-COVID. So that’s just like, on average, in a given year, the assessments generally will say how close to on-grade-level and then was the amount of typical acquisition achieved. By spring of 2023, the good news was that annual rates, there was some evidence that students were a little bit more closer to back on track. The unfortunate problem, and otherwise not good news, is that students were definitely not on pace during the two previous years. So they lost total learning, and it sort of accumulated. Students would have needed to learn at really unprecedented rates in 2022- 2023, that year, where they are resuming sort of a typical rate, just to make up for two years of lost learning, if that’s even such a thing in learning, which is an accumulative kind of process. There are spring of 2023 results, there are some more recent results from several of the major assessment products for the fall of 2023, so getting into the current school year, beginning of the current school year, and they generally confirm what spring 2023 results showed, that students came into the year with the overall lost learning. At this point, it means that these K-12 students… and we’ll give some statistics by different grade levels and what have you, the nuance, but pretty much from the assessment results, you see the same trend virtually at every grade level, which is that students have been moving along, learning in the given grade that they’re at, but they’re still being bogged down by overall unremedied learning losses. And that’s for four years now, so that’s pretty substantial. One sort of point of reference for those students who were high school freshmen, as COVID was raging, their time is up. So four years, did they get back on pace? Were they able to stay on pace, such as I’ve just described? They’re gonna graduate now, and many of them will graduate, but not having been able to fully recoup what was lost. And so there’s not a lot of data that actually sort of compare, “Okay, so I’ve received my diploma, it was awarded to me. What amount am I behind?” And I think that’s part of the problem. In fact, there is increasing attention to the notion that grade inflation, that has always been something of investigation, but evidence that it may have really been at play during these past four years in a way that is really masking and complicating this issue, not making it clear whether students who are graduating from high school, would they be considered on par with previous cohorts that were emerging even prior to COVID?

John: So basically what’s happening is students seem to be learning at the same pace they were pre-COVID, but they’ve all been left behind fairly substantially as a result of that transition to remote learning. And they haven’t caught up to where they would have been had we not gone to that experience.

Peace: Yeah.

John: Were those losses roughly the same everywhere, or were they particularly bad in lower income communities?

Peace: Well, let me give you first even just a sense of the scale of losses, and some of this, you almost have to see it to comprehend it, but I think I can kind of show the scale. So this is high school, stick with high school students, and so they’re the ones most immediate to our faculty might see. It was reported in October, the high school students’ scores on the ACT College Admissions Test had dropped to their lowest point in more than three decades. And that was describing therefore the class of 2023, some of which are presumably in college right now. And they were in their first year of high school when COVID hit. The average ACT composite score for U.S. students was 19.5 out of 36, for that class of 2023, which was down from the prior year 19.8, which we’re talking already that those were some score levels that might not have been ideal to begin with. For as regards to SAT, total score declined for the class of 2023 as well down to 1028 compared to 1050, for the class of 2022 and compared to 1060 for the class of 2021. So really, those are just a couple of data points about this notion that schools are graduating students but what that means when they’ve graduated could appear very different by the time they arrive to college. Now, it’s hard. Sometimes people might poke holes on those type of data because ACT and SAT are not taken by every single student. So the other thing I’ll point out is that we’re focusing on COVID impacts here. But it’s important to point out that in those two assessment instruments, ACT and SAT, scores had been falling prior to the pandemic. And so the pandemic just accelerated those declines, accelerated and amplified them. Since we work in the demographic space, on demographics research, I’ve been talking to other researchers about possible reasons for that pre-COVID decline trend, and just, frankly, how hard it is to reconcile with graduation rates that had continued to increase over the same years, and then the grade inflation, so we don’t have conclusive answers on that. But it’s worth noting, we’re talking COVID. The question might be for faculty and instructors is, do things feel particularly difficult with incoming freshmen at this point, in some way, shape, or form, and probably in very nuanced ways, depending on discipline. But then it’s also like, are they feeling pretty good, prior to COVID, were they where you want them to be anyway? So assessment results from elementary and middle school grades, the one that provides some of the most normed results, and therefore can be compared over time and as a universal sort of indicator, is the National Assessment of Educational Progress, or NAEP for short. They’re the thing that really caught my attention. We tried to highlight where the score drops for 13 year olds, they’re no more or less important than any other grade level, or school age. But those are the next in line coming through high school. So we’ve just seen what was going on with the high school age students during that period. Well, the NAEP 50th percentile mathematics score in 2022, was 282. In 2023, it was 274. That was at the 50th percentile, so an eight point decrease at the middle, the decrease on the already relatively higher scores at a 90th percentile was six point decrease. So even the highest percentile, 90th percentile, had a pretty dramatic decrease between those years. And at the 25th percentile, it was a 12-point score drop between 20 and 2023. NAEP reading score declines ranged between three point drops at the 90th percentile to six point drops at the 25th percentile between those years 2020 to 2023. And so there, it gets to the topic that I’ll provide a few more thoughts on about the variability. Were all students affected by this? Which ones more or less so? Right there, that was a statement of a twice as large score drop for those at the 25th percentile, compared to those at the 90th percentile. And this is already on the 90th percentile, they already being, perhaps at or above a proficiency level compared to a 25th percentile, which might not actually be at a proficiency level. And on top of that, you have a steep drop. It’s also worth noting, just like with the SATs, and the ACT scores, that the NAEP scores in that 2023 school year, were just an amplified continuation, some declines that were already emerging pre-COVID, such that in the composite reading score it had by 2023, it was the total average, so at the 50th percentile, seven points lower in 2023 than a decade prior. So over the course of a decade, it was already reducing, and then 14 points in mathematics. So some of these things that we’re talking about is, I don’t know if you want to say learning loss or just what the best word to say it is, because it’s nuanced, but they were approaching prior to the COVID period. And so I really want to highlight that because kind of just in am analogy, prior to the pandemic, schools and students are already losing historical ground. So they were already maybe not in the best shape, so to speak. And now they have to also recover from COVID. And so that can definitely explain some of the lack of recovery and a slow recovery.

John: Going back to the issue of SATs and ACT scores, you mentioned some complications. I’m guessing the major complication is that fewer people are taking the SATs and ACT since at many colleges scores became optional, and the people who are most likely to avoid taking it are those who might on average, expect to do less well on the SATs or ACTs, so that may suggest that the losses would be even greater if we had the same proportion of students taking the SATs and ACT tests as pre-COVID when a larger proportion of schools required them for admissions.

Peace: Yes, that is true. However, the 2023 SAT scores, the participation was the highest ever. So maybe the 2022 that could have been a somewhat more appropriate consideration. It remains the case. We don’t know the underlying distribution of the students necessarily, and if they change year over year in consequential sorts of ways. But I think you’re right. I’m really looking for some good news on this topic. So I can be something other than a Debbie Downer. But the truth is, I don’t think we can look at this and pick away at the data. We went out because it was like if you download the PDF, and you’re not convinced just like access the 30 different year points or different reference tests, and what have you, and see if you’re convinced that this has happened, it really has. It’s pretty affirmative at this point, we’d love to see it turn around, but I don’t think we can just ignore it.

Rebecca: I think it’s really helpful too to point out that it’s not just COVID, the fact that you’ve underscored that, and it might be exacerbated by COVID is really important, because there’s a lot of blaming of COVID on many experiences that we have in the classroom, that may or may not actually be the cause.

Peace: I’d argue they are the cause of what’s seen with the past four years, but we can’t just pretend that that because it was so consequential over those time periods that even a return to normal would be where we want to be.

Rebecca: Oh, of course.

Peace: I think that’s the emphasis, normal wasn’t a good normal. And maybe we didn’t all look at it. It wasn’t so stark, somehow, different people might have been emphasizing it from an equity perspective. I would emphasize it from an economic perspective, because what I won’t highlight here is that there are researchers like Brookings, some of the think tanks, and then in other cases, some more consulting sorts of research organizations that are kind of putting out there, this has implications for the economy. I mean, we can talk about the implications for higher ed, and that part of the economy, but I mean, I just don’t think we can ignore past this, there might have been something brewing, that this was just a perverse sort of way to get our attention on some of it about what the youth of today need? Where do they stand? Are they getting prepared well enough in a way that we need to support the workforce of tomorrow. That’s not the only reason for higher education, but as you and I decide to go take our retirement, these are the kids who will be supporting the country’s economy, and there will be fewer of them. So their ability to do that is really important. So I think, if nothing else, it could be a wake up call. We should really wake up, but we don’t have to wake up screaming and yelling in the house like the fire alarm going off, we need to figure out what to do.

Rebecca: One of the other issues that your report underscored was some high rates of absenteeism. And that’s certainly something I’ve heard my colleagues talk about as well. Can you talk a little bit about some of the potential causes for that?

Peace: Yeah, I will. I also do then want to make a note about something else, but I’ll respond to the absenteeism. So the statistic, 30% of students nationwide were chronically absent in the 2021-2022 school year. So that’s two years into the quote unquote, pandemic period, which is double the pre-COVID19 average. And while not comprehensive, the preponderance of data, were suggesting only minor improvement in the most recent completed school year, 2022 to 2023. That’s huge. Now, chronic absenteeism is different than like average daily attendance and what have you. But still it was a doubling. Absenteeism is the question. I mean, the question is, is it a symptom or is it a cause? And it’s a little bit of both. Prior to COVID students with more day-to-day life or learning challenges were on average, more likely to be absent from school, and a real reason to be absent from school, especially given the kind of hysteria that was almost necessary. As a parent, I got this during COVID. I’m like I was sending my kid to school if they met the temperature well enough for them to go. But being sick is a valid reason for absence. And that was made so much more evident with COVID. And some households and students are just simply more likely to be sick or not recovered as solidly. Now, of course, some of them might already be vulnerable students by virtue of a health condition, but you’ve got students and families that due to their living conditions, or health care access, might be more likely to be absent. One of the phenomenon, if you will, or factors, is social prejudices, and hostile environments for some students more than others. So the Asian and Pacific Islander communities experienced more of that during COVID and that may be lingering in their attendance decisions and the Black Lives movement put in the spotlight the types of stresses that black students might face at school. It can be rational to avoid school, and at this point, some fatigue with that might have set in. So, but even let’s talk about the marginalized students, and is the average student’s disposition to attend school affected by this point in some way, because if it is, then it’s amplified for marginalized students. So school and education that we as adults just talk about and encourage our children to, try to guide them through, pull them through, whatever. They might have become synonymous with very easily influenced young children and their emotional memory with online learning and masking and fear of sneezes and coughs, let alone than what it felt like go back after being socially isolated. And my kid experienced, even in the higher achieving classes, just an unusual rate of disruptions from students transitioning back socially and stuff like that. So these are children. And that can be a far more formative experience. I’m not a psychologist, I can’t say trauma, what have you. But that can be something that that’s all you know, for some of them or a big part of your recent memory. And that can be all you can think of as school, so to ask me to go tomorrow, I might be relying on that recent memory. So I can understand any student in K-12 to some extent, also. Hopefully, as you mature into an adult, you’re able to sort of equip yourself to move past those things. But some of these young adults really having a lot of emotional memory that makes this a real sticky issue, the absenteeism or the lack of kind of bringing their best to the educational setting. I mean, if you want more factors, if that’s not enough, school transportation issues for the past two years and kids literally not having a way to get to school. You’ve got teacher fatigue, and we know how important instructors are in the classroom and what you can bring to it, your ability to do that. And if it couldn’t get worse, because I lived through this with my kid, you still got an unrelenting possibility of like school violence and mass shootings. So there’s a lot of reasons that school does not feel like running through the corridor anything, you know, that maybe we all might have felt as a more positive thing. Now, things hopefully, the last, maybe a year or so where kids are able to start washing some of that out of their memory, and it being replaced with a more normal environment. And hopefully, that’s a good thing for them.

John: One of the things that shows up in the data is while there were learning losses across the board, I believe the learning losses were a bit worse in the area of math. And those seem to be having a pretty significant effect, or at least from what I’ve seen in the classroom, that’s been having quite a bit of an effect on our incoming student body and may have a significant effect on their choice of majors. And we know the rate of return to education in the STEM fields is dramatically higher than it is in other areas. And in terms of the state of the economy, that’s something that could have a very negative impact unless we provide some ways of helping students get caught up in some way. What can colleges and universities do to try to bridge that gap, to take students who, on average are coming in at lower levels, and get them up to the level that they need to be at to be successful?

Peace: As you and I must have been reading some of the most recent coverage on this topic, even just this week. So I can dive into your second question through the lens of STEM. So yes, I had seen some stuff about it more from a HBCU perspective, Jill Barshay of The Hechinger Report, she often does deep data dives. And so earlier this week, she released some interpretations highlighting how the NAEP, those national scores for the K-12 population, those and similar results could conceivably suggest a narrowing of the STEM pipeline for what you’ve mentioned. And so it feels like there are a couple of really interesting points on that… math, at the very least, although clearly, reading comprehension is also very important for sciences and anything, obviously, but those more technical reading types of disciplines. Reading, it cannot be forgotten. So what’s maybe most worth thinking about from what she highlighted was the top students, the NAEP results, you’ve got it 75th percentile 90th percentile, what have you. Top students are staying on grade level, according to those data. And those top students, of course, are maybe definitely the front of the line on the STEM pipeline. But the eighth grade NAEP shows that far fewer of even those who are in the top portion are hitting an advanced performance level or even proficient. So just because you’re in the top, it’s a grading curve, so to speak. Top might not mean what we need for STEM types of disciplines. So, there were learning losses across the board, math scores among the top performers dropped as steeply as did the scores among lower percentile scores. Okay, they call out even the scores of students at Catholic schools. So we understand that that might be a place where some of the STEM students could be concentrated. Otherwise, the scores from those schools would indicate that they weathered the pandemic pretty well. But scores in eighth grade math plummeted. And I just think that that’s another one of these big wake up calls, and it’s in the microenvironment of STEM, but the importance of it to the economy, obviously to the colleges and universities for which that’s a key focus. Now, what might you do even just on this topic, because then I think we can get into a little broader discussion about what to do. I would just ask STEM faculty, if this is the case, if these are the facts, it’s the real fact of the matter. Let’s just free think a little bit and see, to what extent could you meet students at a lower proficiency level if needed. So if it can be quantified, they’re 10% off what you think should be the criteria for even beginning the STEM disciplines, then what have you? If that’s what you have, if that’s going to be sort of the circumstance of even your top applicants, can you do something differently to allow them to actually be admitted? …get on track? What can you do? What would you need to do to actually maybe bridge that distance? If it’s larger, I mean, then obviously, you have to go a little bit, quote, unquote, deeper into the pool or the topic. But if you haven’t, for a while, really look at some of those criteria, sort of indicators and stuff. Because otherwise, we go through the admission cycle, and you might for an entire year of students miss some who could really, with the right approach, potentially continue on their aspiration to STEM. I’d also say, and I don’t really know how this plays out for faculty, and maybe it’s a pie in the sky kind of idea. But we’ve kind of been hearing it from some of our state folks who run the boards of regents and these other sorts of things, which is recognizing that this has occurred, recognizing that it’s always been questionable or difficult necessarily to know, if you could get a guaranteed STEM pipeline, to what extent colleges start reaching backward a little further into the actual high schools and be part of their exposure to and understanding that I might be like, let’s say the eighth or ninth grader, I actually have really, really loved the idea of becoming a scientist or going into medicine or something like that. But I’m starting to waver with my math skills or something. And so these kids aren’t really quite aware. And they’re probably already thinking college and that kind of thing, even at that young age. And if they get a sense that they wouldn’t be admitted, or I’m going to be a failure that early, then they just lose the aspiration, among other things that kind of erode aspiration sometimes in the STEM disciplines. We’ve been hearing from some of the stakeholders, maybe just a real need to actually start acknowledging out loud, whether we can meet students where they are, could we meet them where they are, because they’re the ones who lived this, they know how hard it was. And so their sensitivity to maybe that kind of like, work really hard, and then not actually be able to get into the program they desire and stuff like that. So much of it’s the right thing. But it really comes down to the emotional reaction and decision, as much as quantitatively, could they be close enough to be accommodated, which would be in our better interest if that’s even a possibility? We have to be looking at, I can’t say up front, revise anything, but we should really be, in light of what’s occurred in COVID impacts in K-12, I think we should really be looking at what are some of the hard and fast admission criteria and stuff where they exist. Now, it’s true, like less selective institutions may just end up dealing with the majority of students who have experienced learning impacts, as they always have, but given the fact that even among top performers, there was learning loss evidence, I think we can’t, in any institution, sit back and say, well, it won’t be our problem. So what is within the realm of possibility to meet students where they are, which might be somewhat off of what we would hope. But if it’s not drastically off, for example, then at least we’re taking one step in the direction of meeting them. Because I don’t know how controversial that is. [LAUGHTER] I’m a data person, so from a data perspective, it is one of the few things that I see as a real possibility as you try to make those data points overlap.

Rebecca: So we focused a bit on STEM, if we broaden that a little bit to what universities can do. We talked about admissions criteria, are there other things that we should be thinking about to help our pipelines for all of our fields and disciplines and thinking about the future.

Peace: Yes. What can we do? There’s a sort of like current and then future tense implied by that question. What I would say is, we should have already been doing something. And the reason I say that is because “Okay, so we hear that there might have been some observable, pre-COVID developments on how prepared students were based on those pre-COVID assessment score declines.” So I would ask the question, “Was this not something that folks already were having to, in the margins, sort of deal with? And did they start doing something?” Because if so, do more. Look at the possibility that there should be a sustained, broader perspective. The other thing is that, prior to COVID, the rates of college enrollment, for example, among some of the previously lesser served student populations, Hispanic students, and two or more races, the rates of enrollment were really going up. So were colleges already having to address something about what had already been a changed student population, but for some reasons other than COVID. So again, if you hadn’t been, I think it’s really compelling, you’re going to have to now, but we can kind of maybe step back and say, “Well, what did we do?” Sometimes we forget, we were just dealing with stuff in the moment. And so if we look back, just go back to prior to 2020, and then start thinking about, “Oh, what have we tweaked over there or something,” if that was happening, that would give evidence of what you might consider doing now. Because you might have already been making some adjustments, You might have been piloting some things, you might have only been piloting them with the expectation that it wasn’t something that needed to go full scale, see if they’re there, and approach it from that perspective. As regards to helping students with academic preparation needs, it’s a different situation, but it overlaps with the topic of other types of student supports, because student attention, even if they have the aptitude, might be missing some of the content knowledge. But if they have the aptitude, if their attention is distracted from not only the perennial sorts of things, that some students have to deal with, work demands or lesser educational advantages of many different perspectives. Now, they also might have that academic learning loss, that if we do put some of that supportive environment in place, then could you, STEM or otherwise, meet students at a slightly lower bar, and then still get them successfully where they need to be. We’ve been trying to do that for different student populations for a while, but some of the data would suggest just do more of the same, and until something comes, for example, K-12 data about what to expect with incoming freshmen, expect to sustain it is what I would say. I listened to some of the podcasts that you pointed me to from previous episodes. And I will say one that really resonated with me was the one about relationship-rich education. And then there were several other ones, each of which really kind of touched on various aspects. But I think that relationship-rich education episode, it was specific sorts of interventions, a lot of which, as it suggests, are not specific academic intervention. But they’re the things that we are creating learning spaces, and whether we mean them to be punitive or not, they can be sensed as punitive for students who just really had a difficult four or five years, that about they’re sensitive, so to speak. But to be intentional about learning environments, that don’t take a lot of specific kind of empirically vetted interventions even but intentionality about airing some of this, I would say, with students, like if it can be a discussion point, and you have students who are really feeling the spotlight is going to be on them because it felt like it was really hard to get through my senior year and now I’m going to give this a go. And I know it’s supposed to be challenging and stuff, but maybe they know what part of their senior year or math class was the most difficult for them, if they’re given the space to kind of articulate these sorts of things, it doesn’t have to be in an open discussion forum in a classroom, maybe not, depending on what you need to talk about. But just making it clear to students that they can actually identify some of those needs, that they will be required to be the most responsible for their own learning, but even though we’re going to keep emphasizing standards, and do everything, that we actually do mean to support them, and that we see their success in our best interest, and therefore we’re open to listening, to hearing, to believing what they say. So I would say believe it. On a spectrum, there will always be some people who are maybe struggling the most or otherwise, we would maybe take a general approach that anyone who’s saying some of this is complaining. I would say the evidence would suggest believe [LAUGHTER] that whether we thought it should have been easier for the kids, it impacted them. And so believe it and open up the possibility that if they say what they need, they might be able to identify something for us to do, it could be far simpler and smaller. Some of it can be more time consuming, but maybe if it just becomes common practice to imbue our classrooms with this sense. Students themselves can support each other, that we can hear what they say they need to support them, and it might not be half of the things that we’re worried to mention out loud because we can’t promise it. It’s nothing brilliant, I apologize. And I wouldn’t be the person to speak to in instructional sorts of research, but it definitely resonates with these academic impacts as a result of something that was a societal experience, that we need to be in the space, not just of academics, but of what part of learning methods actually are important for learners. And I’m an adult educator. I have been an adult educator. I wonder, because when I listened to some things that are more about like instructional approaches for equity and for other sorts of things for adult learners, and just what I know about the science of adult learners is I wonder if some extent, this current, quote unquote, generation… I don’t know if it’s an entire generation, but certainly, maybe 10 years worth of students… have actually had adultified in ways that maybe bring them into a space where some of the methodologies that we use in our learning environments, we might learn something from actually thinking about those adult learning and education methods. I think to have to grapple with some of the things that some students, that the entire spectrum of students, it wasn’t just pockets of students have had to deal with, maybe they’ve adultified in some ways, and then yet are not showing it because they don’t have the skills they need from school, I might advise if people kind of consult with what are some things that would be different in an adult kind of focused classroom compared to some of the classrooms that are more typically going to be populated by younger students. There might be some methods there that they can be common sense, but they’re not obvious.

John: One other topic that has come up recently is that colleges were a little bit more flexible during the pandemic in terms of dealing with things like administrative holds, and so forth. Many colleges are starting to put those back in. And one of the implications of that is that students may not be able to register for classes at the start of the term and they may be coming into classes after other students have already been in a class for a while. And I’ve seen that myself this semester, in a way I haven’t seen it since COVID. Is that something that colleges perhaps should be a little bit more careful with?

Peace: For reasons that probably don’t have to do with COVID or anything… but yes, as most things go with COVID, it just amplified possibly. I’d say yes. So on an entirely different sort of research project that I’ve recently worked with, WICHE, my organization, led a action research study of sorts with 12 public colleges and universities. And they each did their own comprehensive data analysis on this topic of every single possible hold a student could get. I mean, it would be a registration hold, like limiting their registration, or maybe access to records or something, but it could be for academic probation, and it could be for paperwork of any sort, it could be for financial aid administration, advising holds that restrict registration. They went comprehensive, they dug deep. And in the first post-COVID academic year, which was 2021-2022, by which I mean, mostly removed from the funding supplements, more than 265,000 holds were placed on roughly 125,000 students across those 12 institutions. And there is wide variation across institutions on per student rates, and stuff like that, and the reasons for them and the observed outcomes that they appear to be having on even just the next-term persistence for students. But by and large, every single institution, we’re able to, by looking at the data, find certain segments of students, part time, certain colleges and disciplines that really needed some attention for what’s a wide-scale, maybe not problem, but certainly a wide-scale sort of thing that each of the institutions would say they didn’t know how to control it. One University, for example, found that a single academic department and this, of course relates to our faculty listeners, place the bulk of all the advising holds, and a significantly higher rate per student than any other academic department or college. And it turned out that these advising holes were well intended, had developed over time as a way to manage the major requirements. But the college never got a bird’s eye view of the whole picture about how they were just sort of being administered. So when the research team at that university brought the data to the Dean, the Dean immediately recognized the holds were not operating as they were intended and took action to substantially revise how they were used. That’s advising holds, and that’s one of the most frequently used type of holds, even though financial holds get a lot of attention for the right reasons. Institutions from those 12 are also reconsidering the exact timing of registration holds within a semester in case that they’re just being too preemptive. Like, it’s easy to just be like “Mark all XYZ-term students not to be able to register until advising” and what have you. I mean, it’s cost effective, it’s kind of solution at scale, if you will. One institution experimented giving a small cohort of students, those who are at risk of academic probation, the ability to actually register at the usual time during the semester with all other students. And then they only denied the registration at very end of the semester for the very small portion actually, even from those students who were still failing. And that small experiment for that university indicated that there wasn’t a difference and no benefit from preemptively limiting registration for the whole swath of students. So why not consider changing that? …especially if unknown, some of those students might have otherwise been impeded. And I want to really mention that this is for everyone, because you, in your seat, you don’t know what other holds are being used around the institution. So any given student is not only receiving the results of the one that you’re using for the right purposes, I’m sure, but they’re receiving any number of these. And if you dial back and see the full scope, often, at least at first glance, you got like low-hanging fruit all over the place that you can reduce them. There was repeated evidence in this study that some registration holds actually did the opposite of what they’re supposed to do, or intended to do, which was to advise students so that they would take the courses that they needed. So then we heard from students, and then some of the evidence that institutions started investigating, that the mere fact of not allowing the students to register during the peak registration period when other students were competing for classes, led them to register late and take classes they don’t need. I mean, they were going to take credits anyway. And could that actual hold be the reason that they end up taking and paying for these courses that they don’t need? Now, we know that’s not what we intended, we intended that they’re taking the right courses, so there are just different way to arrive at that. And then finally, on this topic, the FAFSA… well, I’m going to have to use the word that I see in the press, it’s not my opinion… mess, that I think we need to be ready, at least in this coming fall term, that there will be students and they would be students who have financial aid, who may experience untold, even if they’ve made it through the process they choose to enroll, they could face untold additional ripple effects, one of which is that holds on records and registration are part of the financial aid administration process, so if that has been delayed, and God knows what kind of other sorts of messes have accumulated in that space, if summer is the period during which most of this should be resolved, but students may not be engaging, definitely not as be accessible during summer, I think we need to be ready. And this includes even faculty being aware of what might be happening, or something you don’t know about a given student is struggling with just something like a paperwork mess that’s distracting from their studies. It’s distracting from their attendance and what have you. The more aware we are that could be happening, and it’s told even just through the data with holds, I think it’s just one of those things to be like, why not be that aware? Why not put it out there and be like, “If something other than your coursework, for example, even your financial aid administration after a kind of rough… you know, whatever, say the right words, to characterize it… please let me know so that I can be aware and you can move past that sort of thing.” These things that just add up and distract students who might otherwise be capable in the academic content. So just a lot of different things, honestly, about administrative processes, that really well intentioned, and in many cases can be proven to help support students in that, but just the administration of them, in this case it’s evidence through like holds, needs to be revised continually and kind of perpetually revised, because at the very least, each of the institutions and it wasn’t just these 12 I mean, research by the American Association of collegiate Registrars (AACRAO), and then also ITHAKA S+R had done some research on the topic, just revealing the scope of those administrative processes. Administrative processes should not be almost like a second admissions requirement for students, if they’ve been academically admitted, they shouldn’t be derailed by having to decipher something that literally just may not be well managed, because it’s accumulated over time.

John: And we think that would disproportionately affect first-generation students, where parents are not giving them as much guidance, perhaps, in terms of navigating all those little hoops that they have to jump through.

Peace: Yes, one example here, we’ve got financial aid recipients, which are not just first-generation students. I am a first-generation college graduate. And I only know now what I didn’t know, and thank God, that kind of thing did not stop me because I can look back and go like, “Wow, that was decades ago.” What I would say is the experience that I had, and I may be the case study of one having been exposed to some of these findings with the holds, I as a parent will not stand for that. If I get wind of it with my kid when she goes to college. Whether I would or not, since she’ll have to manage her own affair and stuff like that. But she actually knows about it now too. And just that’s no more than I would stand for a lot of things with my health insurance that were giving me hassles or my paycheck or anything else that’s really super important to me. When it comes to the administration, this is not again, it’s not like pointing fingers or anything. Things just develop over time, and they need to be revised and revisited. Not least of which because you have a new generation of people, but also just because the computer gets buggy and all of a sudden it’s really standing in the way.

Rebecca: You’’ve given us lots to think about. Thanks so much for all the work that you do, Peace, and deciphering it for us as well.

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

Peace: Well on an organizational news level, we’ll be planning to really see update of the high school graduate projections in the last quarter of this year, 2024. That’s a big huge thing, especially given what I’ve just revealed to you. It’s hard to make projections or predictions about anything, I still don’t feel very much on solid ground there. And you know, I just want to mention on a personal level, me here sitting in my office, not a faculty office in the outside world, so to speak. I’m just really being intentional nowadays, like, I never have been before about compassion with myself and my colleagues. If I had students it would be compassion with my students, because it just really feels like things… zs we know, again, we just had the Debbie Downer discussion… things have been pretty frantic for years now, and it doesn’t feel like there’s any end in sight, because we’ve got some things looming on the horizon. But I’ve been really noticing that a few moments of silence and reflection, like literally just a couple, two to three moments, it goes a long way to getting me further than the two or three hours of just unrelenting pounding away at work that I also end up doing, so I mention that. We have to be kind with ourselves, no matter what we’re doing, and with our colleagues, and I would advocate for that, the compassion and kindness, bringing that to the learning environments can really go a long way, I think.

Rebecca: That’s a really good reminder, when it feels like there’s so much work to be done for sure.

Peace: We can do it.

John: …and having data on incoming students can help prepare us for what’s to come. So thank you for your work on this.

Peace: Thank you.

[MUSIC]

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

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

Ganesh: Editing assistance by Ganesh.

[MUSIC]

339. Industry to Faculty

Some faculty begin teaching as a second career, after working in industry. In this episode, Kevin McCullen and Michael Walters join us to discuss how their prior careers in industry helped prepare them to design authentic learning experiences for their students.

Kevin is an Associate Professor of Computer Science at SUNY Plattsburgh. Prior to joining the computer science department at Plattsburgh, Kevin worked for several years at IBM. Michael is an Associate Professor and Chair of the Physics Department at SUNY Plattsburgh. Prior to joining the Physics faculty, Michael was the CEO of EISWorks Technologies and a metrology engineer for Corning Inc.

Show Notes

  • Design Automation Conference (DAC)
  • Consortium for Computing Sciences in Colleges (CCSCNE)
  • Clark, D., & Talbert, R. (2023). Grading for growth: A guide to alternative grading practices that promote authentic learning and student engagement in higher education. Taylor & Francis.
  • Lang, J. M. (2008). On course: A week-by-week guide to your first semester of college teaching. Harvard University Press.
  • CircuitPython
  • R.P. Colwell, At random – Employee Performance Reviews, IEEE Computer, 35(9), 12-15, Sept 2002

Transcript

John: Some faculty begin teaching as a second career, after working in industry. In this episode, we discuss how prior careers can prepare faculty to design authentic learning experiences for their students.

[MUSIC]

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

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

John: …and Rebecca Mushtare, a graphic designer…

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

[MUSIC]

John: Our guests today are Kevin McCullen and Michael Walters. Kevin is an Associate Professor of Computer Science at SUNY Plattsburgh. Prior to joining the computer science department at Plattsburgh, Kevin worked for several years at IBM. Michael is an Associate Professor and Chair of the Physics Department at SUNY Plattsburgh. Prior to joining the Physics faculty, Michael was the CEO of EISWorks Technologies and a metrology engineer for Corning Inc. Welcome Kevin and Mike.

Mike: Thank you.

Kevin: Hello. I will just say 32 years is several.

John: It is. [LAUGHTER]

Rebecca: I think that’s the official definition. Well, today’s teas are:… Kevin, are you drinking any tea?

Kevin: I have Harney and Son’s Hot Cinnamon Sunset.

Rebecca: Oh, that’s a good one.

Kevin: It’s my go to tea.

Mike: And I accidentally left my tea in the car, but I do have a cinnamon tea that is by Tazo.

Rebecca: Yum..

John: Very nice.

Rebecca: Cinnamon’s are a favorite at my house.

John: I have that too, and I enjoy that one. Today, though, I have a spring cherry green tea.

Rebecca: And today I have Hunan Noir, which is very tasty.

John: Each of you received a PhD and worked in industry for a number of years before joining the professoriate. We’ve invited you here to discuss the transition from industry to academia. Many of us just went to school and never left. And we thought it would be interesting to hear the perspective of people who’ve been out there working and returned to academia. Could you tell us a little bit about your initial careers in industry?

Kevin: Well, actually, I took the roundabout path in that I joined IBM after my bachelor’s degree and IBM paid for my graduate work through programs that they don’t have so much anymore. And I always wanted to teach. And when I graduated as an undergraduate many years ago, I was kind of burned out on school. And then it gets hard to leave after a while because it becomes very comfortable. But eventually I kind of felt like it was time. I was becoming I would say more uncomfortable in the situation I was in in industry and opportunity presented itself. I had actually been looking for a number of years for a good local opportunity because I didn’t want to relocate. My wife still works for IBM. And Plattsburgh had an opening and I applied for it. And there’s a very funny story in there with the conversations with my management over that. But I applied for it, and they accepted me, and it’s been a lot of fun.

John: You mentioned a funny story, I think [LAUGHTER] that requires a follow up.

Kevin: Oh, it was just that I had submitted a presentation to an industry conference. So I’d gone through all the clearance work to get it approved, patent clearance and all those things, and it was not accepted. And then when the position opened up, and I applied for it, and Plattsburgh invited me to come over and give a presentation, I went to my manager, and I said, “So do you remember that presentation that we got approved for DAC? Can I go give it at SUNY Plattsburgh?” And she said, “Why?” And I said, “Well, they have an opening, and I’d like to apply for it.” And I said, “Don’t worry too much about it, because my guess is that they can’t afford me, even if they do give me an offer.” And she said, “Sure, go ahead and do it.” So I came back to her about a month later. And I said, “Good news or bad news. The bad news is they can’t afford me. The good news is I’m going to take the job anyway.” And we parted on good terms.

Mike: So I did get my PhD before starting in industry. And I sort of backed my way into industry. I was thinking about staying in teaching, but I was worried I wasn’t a good enough physicist to actually go for it. I have impostor syndrome very badly. And so I looked at going into industry because I was worried I was going to only teach freshman physics for the rest of my life, because that’s the only thing anybody would trust me to do. I went into industry for nine years, I did not have to approach anybody to see if it was time to leave, because they approached me and said, “Congratulations, you work your way into a research position at a production facility. That’s a pretty awesome job. And now we’re in a recession. So we don’t need you. Goodbye.” [LAUGHTER] I applied to a couple places in industry, had a position semi-offered to me at a solar panel facility in Oregon. And I could not say to the person who’s trying to hire, “Do you want this job?” He asked me three times. And after the third time, his shoulders just slumped and said, “You can just tell, okay, that was done.” And on my way home, my wife asked me, “Well, how did it go?” I’m like, “ah, I didn’t get that job.” I told her what happened. She’s like, “That’s lovely, dear. You have to figure out what you want to be when you grow up because we need a paycheck.” And at that time, I said, “Do you mind if I tried to go back into teaching? I think I really want to go back to it. Maybe I can not teach just freshman physics.” And so I adjuncted for a year at two institutions near my parents’ house. And SUNY Plattsburgh was looking for somebody who had a physics background but had engineering experience for their engineering three plus two program. I was a visiting professor for a year and then worked my way into a regular position.

Rebecca: I think there’s a lot of folks that are considering moving around and shifting careers at different points in their career. Can you talk a little bit about what that actual transition felt like that first year, maybe, back in academia?

Mike:Well, I can say three things that strike me when I was moving back into academia. Number one, I surprised myself finding out I can teach something besides freshman physics, so that was a great thing to figure out in getting some confidence there. The second thing was, and Kevin and I have joked around about this before, the pressures of academia in general, compared to the pressures in industry are at different scales. [LAUGHTER] And so we used to have fun when people would come up and talk about the pressures of doing stuff, we’d sort of chuckle a little bit, and go,”Yeah, this is pressure,” and I respect it, because there is definitely pressures in academia. But we can also talk about the times when you’re sitting around the office going, “Am I on the cutting block this time around?” …because you know, layoffs are coming this month, or even if you’re not on the cutting block, looking around at your friends and going, “Who’s not going to be here next month?” …is not a pleasant feeling. So being in academia made me feel more relaxed. I didn’t have tenure yet, but just the idea of knowing you belong, and you would know, hopefully, coming up if something was going to happen that way. And lastly, the camaraderie of the department … I am blessed to be in a department that was a very close-knit department. They were very supporting, they felt bad that initially, my office was in the middle of nowhere in a closet, basically, because that’s all the space they had. Kevin, I was on the fourth floor in one of those little side cubby holes. I only could see the sky from a skylight, literally everything else was cement.

Kevin: I thought you were talking about the office I first saw you in which also resembled a closet.

Mike: Yes, well, that was a different closet, [LAUGHTER] but it was a better closet. But anyhow, it was great having that camaraderie and having that trust, and that trust grew into a new major, because they trusted me to go ahead and take out the robotics major, and kick the wheels and let it go out for a spin.

Kevin: For me, it’s autonomy. I see a lot of people, I read the Chronicle and such, and it’s like making the transition to industry, and I’m thinking they’re going to have an interesting end of the year when they sit down with their manager to talk about how they did against their goals for that year, because it can be a little head spinning. My first year, I kind of felt a little lost, because it’s like if you had a guide, if everything you do is coming down from above, even if we get to a relatively high level in an organization like IBM, you’re driven by strategies that are sent to you and you are a piece of that strategy. And now you’re kind of an independent agent. And it took me a little while to get comfortable with that. But Mike and I both know people who really, really are struggling with the pressures of academia and all the things. I feel like I have a lot more ability to say “JNo,” and to say, “No, this is my limit of how much I am willing to take on and so I’m just going to steady on here.

John: I was talking to one of my advisees, who’s planning to go into a PhD program. And he said he was researching the market for a PhD economist, and he noted that jobs in industry paid a lot more than jobs in academia, and jobs in the government was somewhere in between academic jobs, and that, and he asked why there was such a big difference. And I used basically the argument that you just used, that you get a lot more autonomy when you’re in an academic setting, in terms of research, in terms of what you teach, in terms of what you focus on. And that’s something that I think we all value quite a bit. Was there anything that was surprising when you made the transition to an academic environment full time?

Mike: I’ll go with the autonomy. I mean, that was really surprising. Where all of a sudden nobody was breathing down my back. Where are the deliverables that you were supposed to get here? Other than getting classes together and doing your best that way? Yeah.

Kevin: I’m gonna go back to actually, it was a funny question I asked the Dean when I was hired, because I have kind of a long commute, as does Mike. And I was a little concerned about doing a commute from Vermont to New York five days a week on the ferry. And I asked the Dean, what are the expectations in terms of like, where you work, because even at IBM into the 2000s, we did a lot of working from home, pretty flexible work environment. And he said, one of the biggest changes when he moved out of teaching into administration was an expectation that he was in his office. And it’s the freedom and the flexibility. I’ll say one other thing, that was kind of weird, though. It’s the summers, and I’m a volunteer with several organizations. And immediately there was an assumption that I had nothing to do during the summer, and that I would immediately become available to them. And what I’ve taken to telling people is, the way that summers work is, I have a lot of things to do, but nowhere I have to be. And by the way, biggest surprise is that from what I have observed, we have the whole summer and everyone still does their syllabus three days before the semester starts.

Rebecca: We’re deadline driven, [LAUGHTER] just like our students. We are no different and that’s for sure. Can you talk a little bit about how your prior work experience has shaped your teaching practices.

Mike: So when I first came back into teaching, I taught in a very traditional sense. I would have the PowerPoint slides, I would have the graded homework, I would have the tests and exams in class so we can make sure everything is all above board and all that other fun stuff. And then as I go through, I think more and more back on what was important when I was working, and how that work environment operated. I now have moved as far away from trying to test as minimally as possible, if not never, and do much more project-based learning because that’s what I did. And even when I give a test, I would give a two-fold piece of the test. The first bullet piece is the closed book portion, which never ever had a calculation in it. And I told my students, when I was at a meeting, I was there as a knowledge source. And so I’d have to know somethings off the top of my head. That’s what they paid me the money for . And then if they asked me a question about X, Y, or Z, that had to have some calculations based into it, we’ve never had to do it right there on the table. That was not something you did. You could go back to your office, you could use all your resources, you could pull together the things you needed for that project. And so I tried now to model my classroom along those points, I will tell them, these are the things you need to know off the top of your head, this is the stuff that they’re going to pay you for that boom, boom, boom, you need to know. But everything else, Google is your friend, having your textbook there is your friend. And so on any of that stuff it’s open book, open notes. It’s a little harder with AI now. I’m not going to lie. But still, in general, if I was in industry, that would probably be where I would start as well. Oh, I need to do this. Okay, “Hey Google blah, blah, blah, blah, blah.” There’s my starting point. Now let’s move on forward.

Kevin: I think two things. So I spent the 32 years that I was at IBM, I spent one year doing microprocessor design and the other 31 years, I was in software development. And I’m a big believer in soft skills. And some of that comes from also being an ex-Scoutmaster, and heavily involved in scouting. But I tell my students, I try to instill in them the idea that your communication skills are vital to your advancement in your career. Everybody can code, but as you advance in your career, as you go further up the ladder, you’ll have larger responsibilities and you have more communication responsibilities, till you reach a certain point in which you live from being as technical toward being more in terms of communication. But one of the last things I worked on was I was basically project managing the, what they call the enablement for a test site, which is to say, just getting all the pieces together to build an experimental chip and a new technology. And that was primarily a communication job, it was a project management kind of thing. The other thing is the importance of group work and project work. And being able to work with other people that those, I think, as well as for my computer science students, algorithms really do matter. And anybody can write code that slow. But it’s important that you understand enough of the algorithms. And that’s because I entered industry as an electrical engineer, I had no background in any of those things. And I wrote some spectacularly bad code, when I was back in my 20s, before I started taking some graduate courses and going, “Oh, wow, there’s a better way to do this.” And so those are kind of the things that I think are important.

Mike: I want to piggyback on the group work part, I do a lot of group work as well. And one of the things I tell my students because I will always get the “Well, I’m the strongest person on this team, I’m doing all the work.” And I go to a “Yeah, congratulations. I said there was never a project that was less than $20,000 I worked on by myself. You’re always part of a team, you’re never a loan problem solver, if there’s money involved, because they want the others to be part of it and keep track of it and make sure it happens as fast as possible.” So group work where sometimes we let them off because of the whole stigma of “I’m going to be the only person working on it. Everybody is going to be a hanger on.” Well, when you get paid, that’s going to happen too and all you have to do is smile and say, “Yay, thank you,” and keep going [LAUGHTER] because you’re getting paid to do the thing.

Kevin: But I’ll just add that there’s no industry group I’ve ever worked on, where there weren’t checkpoints and communication of where things were. And so I know Mike does a lot of these kinds of things as well, which is the idea that what happened when we were undergrads where they basically say, “alright, you’re in a group, go do this, and then deliver the product.” So even in student groups, the importance of having checkpoints, and I basically have them write progress reports like you would do in industry along the way. It’s not “Here’s the project, go do it. Now here’s an end result.” It’s more like “Okay, you’ve gone for a week. What has each person done? What’s your next step?” Those kinds of things.

Mike: And while we’re trying to develop these skills for students going into industry, we think that there… well, I say, and probably Kevin will agree, they’re important no matter where you’re going to go into, including academia or any of the other spots. So I don’t want to make it sound like we’re trying to educate students just to go into a particular engineering job. But this is more of a realistic facet of life in general.

Rebecca: Do you think you both would have found this same path in teaching had you not had the industry experience and kind of underscoring and value some of the same things that you do now?

Mike: Absolutely not. You like what you’ve seen, and so we would have seen “sage on the stage,” and that is what we’d do. And to a point, that’s where we all start, right? I mean, there’s that sage on the stage piece, and then you start saying, “Okay, there’s got to be something better, because I’m not reaching all my students.” So how can I do that with the knowledge that you never will reach all of your students, but you got to give it the best bet you can.

Kevin: I think when I started, one of the big differences was the deference that people showed, it’s like, “Oh, you’re a faculty member, oh…”, and I worry, actually, if I had been 28, and started teaching at that point, that that would have gone to my head, and I would have started to believe my own PR. I don’t see people around me with that problem, but kind of a stereotype of academia. And you do read stories about actual faculty who are like that. But working in industry can give you a good strong sense of humility, because you have successes, and you have failures along the way.

Mike: So I will say in industry, there was still some of that out there. I mean, I used to get emails from my PhD colleagues down in Painted post, who would talk down to me because I was at a plant saying, “Oh, let me explain this to you in very simple terms.” In the very next email, I would just respond. “Well, thank you so much for your guided steps. Dr. Michael Walters, PhD da da da da da.” it was amazing. The next email was much more as an equal instead of I will talk down to you because you are way out there in the hinterlands. Do you know how to rub two sticks together to get fired, because you might need that you’re in the cold part of the country.

John: That reminds me of a time when I was coaching soccer for my sons’ teams. And there was another child who was on the same team three or four times over a space of four or five years. And there was an article that mentioned me in a local newspaper, and this mother came up to me and said, “Well, I knew you worked at the college, but I assumed you were a janitor there.” It was an interesting experience, because she always saw me out there in sweatpants and t-shirts and just assumed “Well, that’s not how a professor looks.” I think maybe that attitude is more common in elite private institutions, Ivy League, and so forth. I don’t think I’ve seen it at Oswego, which is very much like Plattsburgh, in terms of being a four-year comprehensive college.

Kevin: Well, if you wanted to, you could have coached in the tweed jacket with the elbow patches, and then they’d have all known.

Mike: And a pipe, you gotta have the pipe. You don’t have to put anything in the pipe, because that’s bad. But just the pipe itself.

John: I actually had one of those sports jackets. And it was a running joke with some of my students back in the 1980s, [LAUGHTER] because I just had that one sports jacket, and I wore it whenever there were honors, awards, and so forth. And they still ask me about it 35 years later. [LAUGHTER] But you know, one of the things I’m hearing from both of you is that you’re both doing some authentic assessments, which is something that we’re trying to encourage faculty to do in general, to move beyond the traditional types of teaching. How do you find that students react to these types of group projects or the teamwork or other things that you’re having them do?

Kevin: I’ve had, I think, a lot of success with it. I can’t think of any really bad experiences. Mike’s nodding his head. But I have a poster actually coming up at CCSCNE on our tech startup class, that actually, Dr. Del Hart, our department chair, the person who kind of came up with this idea, and then he came to me and he said, “So you’ve worked in industry, and you’ve been a Scoutmaster, how would you like to try leading this class, and it’s a multi-level multi-semester class where students basically can take on different roles based on whether they’re 400, 300, or 200 level in the class, and projects can run for multiple semesters?” And it’s probably one of the most fun classes I’ve ever taught. Because a lot of times I found myself, I don’t teach it now, but I found myself actually telling them “Slow down a little bit. Let’s establish some realistic goals. I know you’re very excited about what you want to do here.” But I think generally, I find the project work goes really well. But I do try really hard to make sure that I’m aware of what they think is going on with their team through various assignments that I collect that are like reflections or statuses.

Mike: I’ve had overall success. There have been times where there’s been failures, one or two semi spectacularly. We do a intermediate robotics lab, which is a project-based group class and at the beginning of the semester I give them what I call a 90% google-able project and say “Okay, from here on out, your group is now doing this for the rest of the semester. If you get done with part A, there is a part B you can have as a stretch goal if you want, but this is what you need to do.” And I try to emphasize that failure still means you can get an A, it just means that you failed at trying to get the project to work. The 10% is the hardest part of the whole project for any of these projects. Working for Corning, I was working on the bleeding edge of technology. And so I was always a horrible person till then in saying how long it’s gonna take to do something because I’ll say “it takes two weeks,” because it looks simple. And at the end of the two weeks, my boss would come back to me, “How’s that going?”” I got the first step kind of done.”” What do you mean kind of done?” “We’re still inventing something brand new, it didn’t happen as fast as I was hoping.” So when the project does work, this 90% thing, it’s great to see the students get excited, they see progress, they keep moving. And then what’s funny is then the cockiness will come out and say we can get this done in that three weeks, I’m like, “Yep, you’re just like me, we’ll see you at the end of the semester.” And sure enough, [LAUGHTER] that’s when it’ll happen, because they’ll run into wall after wall after wall because that last 10% is hard. But I do get sometimes, like this past semester, where the project I picked ended up being a failure. By the end of the semester, it did not work the way it was supposed to work, they could not get the robot to do the thing. And you can tell that towards the end, they were getting really down. I mean, really, really down. And at our final session where we basically talked about what worked and what didn’t work for the project, basically, I told them, “This is what happens probably 25 to 50% of the time in industry. You’re going to work on a project, work on a project, and it’s not going to work.” And there’s times when you got to sit down and say why doesn’t this work? And then go to your boss and say, “Well, you either a didn’t give us enough information, or enough resources or a combination of the two.” And I told them, “I didn’t give them enough resources to make it happen.” But we got to this point. So I pumped them up like, “Here’s the teamwork that you did, this is all great.” And they all got their “A” because every single person contributed and worked towards it. But those failures can sometimes be problematic. On the flip side of it, doing so much non-assessing means I go ahead and give them a lot of homework assignments that once again, are graded basically, “did you hand it in?” Did it kind of do the thing was supposed to do? Yay, you get all the points. And what’s funny is I thought this semester where I cut up all my tests. I have no test this semester whatsoever. Everything is you have homework, classwork, and a project. That’s it. And the beginning of semester, I was nervous. I was like, how am I going to differentiate? Not that I care. If all the students get As I’m happy. But I just want to know if I had to differentiate, how am I going to do the differentiation based on the system? Well, my students have proven to me that they can self select, because they stopped doing assignments. So they stopped doing whatever. And it’s like, “okay, this is how self selection will work.” It’s not that I don’t even come to them, say, “by the way, you haven’t handled this in…” “yeah, I’ll get to it.” We’re human, they’re not going to get to it. And that’s fine, too. But it ends up being almost more psychological of “You didn’t prove to me, not only that you didn’t know the material, but you also showed that you didn’t have the discipline to get that piece done.” And whether that is the focus of my class or not, I don’t know. That’s the negative to this type of assessment. I can’t tell if it’s because they didn’t know the material. So therefore, they didn’t feel comfortable trying to finish the assignment, or whether life happened. And that’s the only negative I’ve seen so far about using this assessment, because you see them not be so stressed, because there’s a test coming up and not be so focused “I’ve got to cram this thing together,” then five minutes later don’t know a single thing when you go talk to me in the hallway about what I put on the piece of paper.

Kevin: It’s funny in that class that I started by actually did something that would be called ungrading. And I used something I’d found in an article years ago, I could find the reference if I had to, but it was how Intel assessed people is managers would come in initially with a sheaf of overhead slides, then they’d have “this person should be promoted.” And you look at it’s here slide 1 of 60 kind of thing. And they went to this thing, I think they call it three up, three down, where you had to give three positive and three negative for the person and then summarize. And I actually had my students in that class for their midterm and their final grade, they had to do those. They had to do a self assessment, they had to tell me three things they were proud of, three things they could have done better or they didn’t do well, what they thought their final grade shouldn’t be and why. That class, though, that was a pretty much a highly selective class, that it was very, very seldom that a student checked out. And part of that was because the person in charge of their project was the 400 level student who they had agreed to work on that project with. And so there was a lot of peer interaction that led to just generally, I think, really good outcomes. Dr. Lecky’s teaching the class now, and from what I hear, he’s having a very similar experience with that course sequence.

John: One of the things we’re doing right now, and I know Kevin, you’ve already been participating in this, is a reading group on Grading for Growth by Robert Talbert and David Clark. And one of the points they make in their book is that, while we’re so used to traditional grading because we grew up with it, and that’s what we’ve always done in some way, one issue is the only time people tend to be graded this way is in academia, when they’re working in industry, they’re reviewed, but they don’t get grades, they either meet the requirements or they don’t, or if they exceed them, there are chances of promotion and so forth. But in pretty much everything else, including our own careers, we get renewed, we get tenure at some point, and there may be some other additional pay increases based on how well you’ve done. But we don’t get letter grades. And we don’t get numeric grades every year. And one of the things I’m noticing is you’re both doing some types of grading that are closer to the types of experience that you’d find in industry. Do you think that made you perhaps more willing to try these types of things that a lot of faculty have been really reluctant to experiment with?

Mike: I think so. When we talk about the industry thing it brought back a story, I one time was in a review, and I was rather well paid at this plant. And so they had high expectations for the salary they were paying me. I remember, I was talking to the plant managing engineer and they even brought the plant manager in during my review. So either this was gonna be a really good thing or a really bad thing. When I walk into the room. It’s like, okay, which way is this gonna go? I thought it was a bad thing. But what’s funny was they gave me a “met expectations.” But the plant manager turned to me he and he goes “I expected you to “exceed expectations.” I’m like, “Well, how am I supposed to exceed expectations? By default, you’re saying that is your expectation. So therefore, I either met the expectation or I didn’t.” And we got into a heated verbal argument for a little while. And eventually, I said, “Look, you either give me met expectations, or I didn’t meet expectations, I don’t care. But what you just said makes no sense.” And she threw up her hands and left, and I got “met expectations.” But it was just one of those things. It’s like even using these types of methodologies, sometimes you get conflicting viewpoints that goes forward. As to what your question asks, yeah, I think with the industry, this is why I’m gravitated towards that. I teach a class called fundamentals of engineering design. And when I tell the students why this class is there, I said, it’s everything I wish I knew as an engineer, before I became one. I was a physicist, I didn’t go through any of these preparatory courses, and then boom, here’s an engineering role, go run with it. And so being able to help my students be in a better situation when they go out into industry, which I assume most of my students are going to do, is a good thing. And any of the skills they pick up because of this isn’t bad if they stay in academia. Maybe this helps break the cycle of, we only can test and do homework for grades. By the way, I’m just gonna throw out my pet peeve for all of you out there listening. My biggest pet peeve is if you grade homework like a test, and count it, where are the students supposed to make the mistakes? That’s the thing that always used to tick me off. Where do I practice and get legitimate feedback on my practice, to know where I’m making a mistake such that when I go ahead and then perform, I know I’m performing at a higher level. That part always bothered me when I was an undergraduate. That was from day one, when I started adjuncting, I said, I’m not going to do that. Homework is going to be: did you try it or did you not try it, period, That’s it.

Kevin: I’m gonna make just one little thing. IBM really, really tried very hard for a long time to just grade people. We had a system where you had an appraisal or a personal business commitment. And at the end of the year, your manager basically gave you a score from one to five. The system changed many times over my years, but: one was, you’re on track, we’re going to promote you, you’re doing awesome, and a five was it was nice knowing you, but you generally knew where you were going to fall. And I won’t get into all of the arguments over the years as to whether there were ratios or stacked ranking, and at what level in the organization, there was a quota on how many could be at each thing. Actually, those kinds of systems caused a lot of the negativity that made me think that maybe I wanted to go to teach. I think, for me, one of the really big things has been, as soon as I started teaching, I started trying to learn how to teach, because I walked in the door, I adjuncted for one class at the University of Vermont, it was a graduate-level course and I really enjoyed it, and it was great. But I realized how much I didn’t know about teaching. I had my teaching statement when I applied for the job, actually leaned really, really heavily on stuff I’d learned as a boy scout leader, and then like a leadership course called wood badge, a six day leadership program. And I had learned a lot of what was basically active learning as part of that program, something called the edge method: Explain, Demonstrate, Guide, Enable sort of thing. And so I had kind of this foundation that came from a very non-traditional place in terms of pedagogy. And I came in and I started out doing exactly what I had experienced, which was you stand up, you lecture, you use PowerPoint, it’s really cool, you give homeworks but at the same time I started reading stuff and a lot of it was James Lang’s books. I think I’ve read all of his books, because the first one I read was On Course, and I think that they should give every new faculty member a copy of that book during orientation, because it got me through my first year. I have a copy in my office that I think has got a thousand post it notes stuck in it. And then I started reading his other books. And then I started reading the books he was talking about. And these days, I love to teach my classes in our programming lab, because when I can, it takes more prep time, but it makes actually the class easier for me in a lot of ways to do a little bit of lecturing and then say, “Okay, now you get the computer in front of you, go make JavaScript to do this.” And I’m going to walk around the room and help you do it. And so you’re kind of turning even lecture sections into labs, in that sense. And I find that’s a lot of fun for me. And I think the students find it more interesting, because some of them kind of struggle. But the thing is, there’s me, and there’s the other students around them. Like when I give quizzes, now I hand out a quiz, I say, “Take about 10 minutes and work on this.” And I say, “Okay, now compare your notes with your neighbors.” And then I say, “alright, let’s discuss it.” And at the end, I collect it, and basically say, “There you go, you get credit for being here, because you did this.” And I have a couple of students and Mike would know their names, I won’t mention them, they sit there, and when I give him one of these things, they’re way beyond anything I’ve even envisioned, they’ve gone off. But other students, I have to sit with them and help them. And I just find that’s a lot more satisfying for me as a teacher than to stand at a whiteboard and scribble on it for 50 minutes, or mine are all an hour and 15 minutes this way I set my schedule up.

Mike: I’ll agree with that, and I’m actually moving more and more of my courses over to, I will give you the bare minimum that you need to do what I’m about to ask you to do, and then go do this thing. And practice it there. And I’ll walk around, I’ll help out, we’ll talk to everybody, make it much more of a laboratory class, even though it’s not a laboratory class, just because the interaction between their peers, their interaction with me, becomes more of a one on one instead of one on many. Way back when, I used to start off my class, when I would teach introductory physics with saying, “You could learn from the book everything I’m about to show you, and that’d be great. And if you never show up and just show up for the test, you could do that. Awesome, congratulations, we’ll see these dates and have a great time. I know. But if you come here and just listen to me, that gives you the book and me. But here’s the more important thing, look around the room, there’s 40 other people here. So that’s me, 39 other people and you. All of a sudden you have lots of teachers that could work with you. And as long as I help facilitate you being able to use that resource, you have many, many more options, because I might not have the analogy you need. But your friend next to you or the one over two rows from you might have that analogy you need to make that connection.”

John: Could you each share some of your favorite teaching activities that you use in your classes?

Mike: I’m trying to teach them brainstorming methods, especially technical brainstorming. I have 1 2 3 4 5 6 whiteboards in my room. And I’m going to ask in front of each whiteboard, “I want three technologies, just random three technologies.” I’ll keep writing them down without telling them what’s happening, three technologies on every whiteboard. And then I break them up into groups and give them each one color markers. They always use their color marker and say, “Okay, now the six groups go to each of your boards, you now have two minutes to write every single technology product you can come up with, that’s a combination of some sort, matter, or form of those three technologies.” And sometimes like it could be weird stuff like ice cream, rocketry, and such and such, and I’m like, “Yep, now you got to figure out how you’re going to combine those three.” And I tell them, “Okay, so if you’re the first person on the board, you’re gonna put a one next to your thing, you only get one point for every one you come up with. Then you’re gonna draw a line and the next group comes up, they get two points per thing they come up with, they can’t come up with something that you already have, all the way up to that final group, where now five of the groups that brainstormed, but everything you come up with now is worth six points.” So it’s like you get one or two things you just made up for your first board and second board without a problem. But it really shows them, sometimes those six pointers at the end, when you’re really just grasping at straws, become the things that you want to move forward on. It goes to writing even. So I know when I do my writing, it’s like that first draft, you did all the easy stuff. Now throw out all the easy stuff, and I’ll start putting the second and third order stuff that might make it much more interesting.

Rebecca: That’s a great exercise. It’s really hard to get students to get to that further step. They want to stop at step one or two.

Mike: Oh exactly, and making it a competition of which team can get the most points, get some of them, their juices flowing. And it’ll be funny because at the end, we go through everybody’s stuff like “is this a legitimate idea?” No, cross it off. Then it doesn’t count. That’s a group response of rating, basically, of the thing. And it’s funny because at the end, most of the time, I can’t get through all six boards by the end, and they’ll be sitting there going: “We got to finish this. I want to know who won.”

Kevin: …favorite teaching activities. I really do like and I do it a lot now, which is to give the students little coding challenges in C++ or JavaScript class, which is to basically hand out something that looks like a quiz, but it’s basically: here’s some coding, let’s do do this simple coding thing in class, because if I handed out as a homework, well, they could try using ChatGPT. Although I have to at some point talk with Mike about the fact that one of my students tried that and ChatGPT hallucinated a library for circuit Python that doesn’t exist. And as I said, on social media to my friends, I’m happy to set up a PayPal account, if ChatGPT wants to hire me as a consultant to debug their program’s mistakes, because the poor student had no idea what to do, because the code he was given was incomprehensible. But I really like giving the students an exercise to do in class. The second place I would say, was, when I taught our ethics course, I did a lot of debates in class. And sometimes I would let them self select what side they wanted to be on the issue like drone warfare things, other times, I would kind of assign them. And when they balk at that, I’d kind of lean hard into my own experience and say, “Well, you know, I debated in high school, and you didn’t get to choose what side you were on. And it helps sharpen your brain to argue something that you don’t necessarily agree with, to try to logically follow it.” I would say for in classroom, those would be for out of classroom, like project kind of things, the posters, having students do a poster session, at the end of the semester, actually printing the posters, and putting them up in the lobby of our building. And then having kind of a little session where people can walk around, just like a conference poster session.

Rebecca: it’s really great to hear the different ways that both of you have incorporated your industry experience into the classroom from changing grading systems to thinking about consistent feedback throughout the semester so that students can learn and always being on that verge of not quite knowing what’s coming next, like you are often when you’re in a tech field and having to constantly learn or have professional development or try things that are brand new to you. But we always wrap up by asking: “what’s next?”

Kevin: I am, as the phrase goes, playing with house money. I was at IBM for 32 years, my wife still works there. I continue to do this because I really enjoy it. And I love all three aspects of the job in academia, I love the research, which we do research, I think I would say with a small r,, not like R1 with a capital R. I love the research, I really liked the service. All that time I did at IBM, I can do committees like you wouldn’t believe. I know how to do that kind of stuff. And I know how to be helpful in that way. And I love the teaching. I mean, I’m teaching an honors seminar on algorithmic bias this fall that I’ve taught once before. I really enjoy teaching a new class every once in a while or creating a class. It’s a very intellectually stimulating field. And I’ll just do it until my wife and I decide it’s time to be able to go to Disney World in September or something. And my guess is that a few years down the road, I’ll probably retire. And I will continue to adjunct because the great thing about adjuncting is you can keep an email address and you can also still get discounts on software. [LAUGHTER] I kid you not. It’s kind of like “Hey, I’ve got all of the Adobe tools and I was playing with Dreamweaver for my JavaScript class and generative AI creating images the other day.” I’m so curiosity driven that continuing to teach as long as I’m enjoying it.

Mike: My “what’s next” is to try to become a better evangelizer for the robotics major here at Plattsburgh. We’ve been growing it slowly, and I firmly believe in what opportunities it allows people to have it going towards the future. I run a not for profit here in Plattsburgh that works with middle schoolers and high schoolers to give them robotics opportunities on Saturdays. I do this major, I’m chair just so I can make sure I have the time to devote to doing things. It is fun, starting something and watching it grow up. And I’m just having a ball with it. All the stresses and anxiety that come with that as well. But yeah, that’s my what’s next.

John: And going back to Kevin’s comment, before you make the decision to go to Disney World in September. If you start teaching online or doing some more work teaching online, there is the Online Learning Consortium, which has a conference at Disney World in November, which is a really great time to leave the Northeast. And it’s a four-day conference, but you get the special conference rates at the hotel for a couple of days before and a couple of days after. So you might be able to combine those things.

Kevin: I will have to look into that because the best conference I ever went to is Design Automation Conference, it was held at the San Diego Convention Center and I went to that a couple times for IBM for CAD software and it’s one of those 6000-person trade show conferences, top end technical conference and on the trade show floor, everybody’s collecting polo shirts and desk-y gadgets, that kind of thing. It can be a lot of fun. And I have stories about that that are actually very funny as well, because when you’re at one of those and the part of the company you work for actually competes with many of the companies you’re visiting, eventually they kind of figure out that you’re asking questions that an ordinary customer would not ask. [LAUGHTER] And they’re kind of like, what exactly do you do for them?

Rebecca: Well, thank you so much for joining us. It was great to get a chance to talk to you in more depth.

Kevin: This was fun.

Mike: Thank you.

[MUSIC]

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

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

Ganesh: Editing assistance by Ganesh.

[MUSIC]

256. Sharing Our Stories

Students do not always recognize the expertise of faculty who do not match their cultural stereotype of what a professor looks like. In this episode, Sarah Mayes-Tang joins us to discuss how she has used personal narratives to address these student biases. Sarah is an Assistant Professor in the Mathematics Department at the St. George Campus of the University of Toronto. She is also the author of a chapter in the Picture a Professor project, edited by Jessamyn Neuhaus.

Show Notes

  • Neuhaus, Jessamyn (forthcoming, 2022). Picture a Professor: Interrupting Biases about Faculty and Increasing Student Learning. West Virginia University Press.
  • Peterson, D. A., Biederman, L. A., Andersen, D., Ditonto, T. M., & Roe, K. (2019). Mitigating gender bias in student evaluations of teaching. PloS one, 14(5), e0216241. (A study that suggests that reminding students of bias in course evaluations may reduce bias.)
  • Perusall
  • Ogawa, Y. (2009). The Housekeeper and the Professor: A Novel. Picador.
  • Borges, J. L. (1998). The library of Babel. Collect

Transcript

John: Students do not always recognize the expertise of faculty who do not match their cultural stereotype of what a professor looks like. In this episode, we examine one professor’s strategies to address these student 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 Sarah Mayes-Tang. Sarah is an Assistant Professor in the Mathematics Department at the St. George Campus of the University of Toronto. She is also the author of a chapter in the Picture a Professor project, edited by Jessamyn Neuhaus.
Welcome, Sarah.

Sarah: Thank you so much. It’s wonderful to be here and to see both of you. [LAUGHTER]

John: Thanks for joining us. Our teas today are… Are you drinking tea?

Sarah: I am drinking tea. I have a…

Rebecca: Yay!

Sarah: …I wouldn’t miss it. …it’s a chocolate mint black tea by Sloane tea. They’re a Toronto tea company.

Rebecca: Awesome.

John: Very nice.

Rebecca: I have a very standard [LAUGHTER] English breakfast today.

John: And I have a Prince of Wales tea today.

Rebecca: Oh, I haven’t had that in a while. John. We’ve invited you here today to discuss your chapter in Picture a Professor. Your chapter’s entitled “Sharing Our Stories to Build Community, Highlight Bias, and Address Challenges to Authority.” Can you tell us a little bit about this chapter?

Sarah: Yeah, sure. I think that my chapter might be the most obvious kind of strategy in this book. So a lot of the authors are sharing really inventive, or new strategies that I hadn’t thought of. Mine is all about just talking to other people about the challenges that we face when we don’t look like other professors in the academy, or at least what students might picture as their idea of a professor, what might you picture when you Google a professor? So my strategy is all about talking to people. First of all, starting by talking to colleagues, in particular, colleagues that might face similar challenges. So first of all, I should say, I’m a white woman, so I can’t speak to the full challenges that, for example, people of color might face, but I’m a math professor, and I present pretty feminine, and I teach mathematics in I guess, like a pretty serious math department. And so I certainly don’t look like what students expect when they come into a big math class. So for me, and I think for a lot of other people that I work with, it really came as a huge shock, when students started to question even my basic mathematical ability, 18 year olds dealing with probably their own insecurities about mathematics, but it was coming out as like, she doesn’t know what she’s doing. And then the reaction from my superiors who are mainly white men, would be to act more authoritative, basically act ways that were more like them. And the way that I felt was just like, there was something very, very wrong with me. I felt very ashamed. And even though I sensed that it had something to do with my identity, I knew they wouldn’t question me in the same way, if I was a typical looking professor, I also thought I did have to change something about myself. And there’s such tremendous shame in that. And it wasn’t until I, at the end of the year, whispered a little bit about it. And then another colleague said this exact same thing happened to me, the exact same thing. And the whole year, we were going through parallel experiences. And knowing that changed my life, it changed my profession. I would have left the academy if it hadn’t been for that. And then over time developing a group of cheerleaders who I could go to, and then kind of gain more confidence. My chapter also addresses being able to speak to colleagues and being able to speak to our students, because it’s important that they understand the challenges that we face, because we don’t just have white men who we teach, we teach a variety of students. And I think if we can talk about our personal challenges, and they can see that we also have faced challenges that they might be facing, then that can really be very transformative. So that’s kind of a brief summary of some of the things that I talk about.

Rebecca: Can you talk a little bit about how that unfolds in a classroom when you’re having those kinds of conversations with students in a math class?

Sarah: Yeah, so sometimes it unfolds very naturally, by some prompt that might happen. Yeah, there might be an extreme example. This past semester, I had another professor, he came in, and it was like, clear gender issue. And so I used that, in the next day actually, it took me a little while to react to it. And then the next day, we had a very deep conversation about gender in the classroom. But it might be before student evaluations, that has taken me a long time to come to, but how do you address the research about what students do in evaluations? Sometimes I assign reading about mathematicians’ experiences, I try to assign readings of biographies of diverse mathematicians, and then we relate it to their own experiences. And then if it’s appropriate, I don’t want to be all about me. But if it’s appropriate, I sometimes talk about what I’ve experienced. So those are some of the ways that it comes out. But I try to make my classrooms not just about the mathematics, because that’s really where the transformative stuff happens.

John: In terms of the teaching evaluations, have you addressed that issue specifically with students in terms of gender bias on evaluations before the evaluations? And has that helped? …because there is some research that making students aware of biases tends to reduce the amount of bias that shows up in the actual evaluations.

Sarah: It’s really hard for me to say if it helps.

John: …there’s no control group.

Sarah: Exactly. So even though I teach gigantic classes, you’d think that I’d be able to do some sort of like statistical thing, I have no idea if it really helps. I do get comments, after, if I do address it. I know that some students will say, “I’m not just saying this because she’s a woman.” So there is some backlash in that. So it’s unclear. I try not to do it right before the student evaluations, but like a few weeks before. I also do evaluations throughout the semester. And yes, it’s difficult to see if it impacts the evaluations or not. However, what is meaningful to me is not whether it impacts my evaluations, I think, but again, reaching the students who might not fall into those majority groups and helping them see that some bias stuff may be going on and it’s not all in my head and that is impacting my experience, and there’s actual research behind that.

Rebecca: I can imagine that students in a math class don’t expect to talk about identity. Can you talk a little bit about the student response to some of these conversations that you’ve had with students.

Sarah: It varies. I find that students are more and more open to it. I’ve taught a lot of first-year classes. So as they go through first year, they’re more open to it. Because at first, they’re like, “I just need all the math and they find a big change between high school and university in terms of the contact hours. So like you’re wasting our time talking about this stuff. But by upper-year classes, they find it such a refreshing change, because they’ve been in so many math classes, where it’s just all content, content, content. A lot of lectures. And so I really didn’t react to any of that backlash. And it’s almost like a breath of fresh air. And another aspect of identity that I think has been meaningful, like, has maybe come very naturally, the idea of like, “Are you a math person?” …because that’s another type of identity that’s really common in our society. And even that, it certainly linked gender and race, but it’s something that isn’t directly gender or race. And so talking about how that fits into their identity has also been a key to unlocking more personal conversation and getting them to really reflect on themselves in a mathematics classroom. Yeah, and I think one of the keys is like having them watch a mathematician talk about their work and how their identity is linked to their work. And then they comment, for example, Perusall or something where they can annotate the text, and then they start to get involved in some conversations, I can bring those comments into class and then we can have some pretty dynamic conversations.

Rebecca: I can imagine teaching first-year students in math with a societal “I’m not a math person” problem. I know, I teach in art and design, so we have a lot of students that claim that identity, “I’m not a math person, I don’t do math,” and are afraid. Can you talk about some of the ways that you have reduced the fear, allowed people to see themselves as being math people, even though they’ve never seen themselves in that way? I know you’ve had some really interesting things that you’ve done.

Sarah: Yeah, I love reaching those people. And it’s a lot more difficult now in my job at a big university than it was when I was teaching at a liberal arts school, where all students are required to take a math course. So maybe I’ll talk a little bit about my experiences at the liberal arts school to start. So I was at Quest University Canada, a small school, about 500 to 700 students. It kind of started as an experiment. And so we are encouraged to do all sorts of things. And we had a lot of students who were so afraid, just as you describe, of their mathematics course. And they were putting it off, putting it off, putting it off. And I think one of the things that really traps them is the idea that everything has to build on the thing before and a lot of them got lost somewhere in early elementary school and they never recovered. And it was some sort of threat to their identity, probably some like quick quiz or something. Someone said something, and they were lost, forever. So it’s trying to show them that well, there’s actually parts of mathematics that math majors don’t see until their fourth year that you can do right now. And that’s usually how I try to approach it. So I think one of the things is just addressing that head on, talking about their experiences in mathematics and telling them we’re going to do something different. You’re not going to see numbers, you’re not going to see arithmetic even, this is going to be about shapes and space and ideas, and maybe even accessing points of connection with individual students. So I can give examples of particular projects if you’d like or particular courses.

Rebecca: I’d love to hear an example of a project.

Sarah: Sure. I’m a firm believer that the things that you think are going to be total train wrecks can either turn out to be the best things you’ve ever done or they could be trainwrecks. But definitely my best things have been the wild ideas. So I was teaching a course on mathematical creativity. And it was going to attract a lot of students that were totally afraid of math because they had to take it as part of a series of courses on creativity. So they got to take a social science course on creativity and a chemistry course on creativity. But they also had to take this, in their minds, terrible math course on creativity. So I was really excited to teach it. But how would you describe the feeling of creating something new in mathematics. And for me, and for most mathematicians, if you hear like these quotes about mathematics, they’re like mathematicians will say “math is like poetry. Math is like…” …they give all these analogies with very creative analogies. But most students don’t access that until graduate school, because there’s not this freedom of exploration. So I spend a lot of time just wondering, how do I feel creative? How do students feel creative? And it was really only on research that I felt really creative? So, how can I model research for students? So what I ultimately did was, I asked them, first of all, I didn’t tell them where we were going, cause there’s going to be a two-stage project centerpiece of this course. And first stage is you have to define something from geometry, but it can’t be like anything you’ve ever defined before. So one group defined, they called it like an ice cream cone shape. So it was a triangle with like a circle in it. And then we really worked on making their definition mathematically. So how does the triangle touch the circle, another group to defined a caterpillar shape in a precise way. And then the second part of the project, after they have their definition they couldn’t change was to discover as much about that object as they could. And they were only graded on how, on their journals, how much time they spent thinking about it, and how much they talk to other people. And I’m telling you, the ideas that these students had, and the level of mathematics that these totally math-phobic students did, was incredible. It was what I would expect from fourth-year students. And they were starting to use the word theorems and proofs. I said, you don’t have to prove anything, I just want you to like discover things, but they were coming to it naturally. And it was amazing. I could just gush about all the things that they did forever, like all of the discoveries that they made for themselves. And I still hear from these students about the impact that this project had from them, I don’t know, six or seven years ago now. So yeah, that’s one of my favorites. But at the time, I thought, Oh, this might go really poorly.

Rebecca: It’s amazing how the freedom to explore and discover can really open up the freedom to see yourself in a new way, or to be a researcher in a different way. As you were talking, I’m remembering an opportunity I had as an early faculty member workshop. And it was a multi-day workshop with mathematicians, and I was the non-mathematician, to help develop curriculum. And I had never hung out with math folks that much before. But it was really interesting. And we had really interesting conversations about creativity and the overlaps of our work that neither of us had recognized before. So it’s really interesting how those opportunities to have those conversations, whether with students or with colleagues can open up so many possibilities.

Sarah: Yeah, there’s so much and I’ve learned so much from my first year-students who are interested in some very diverse things, and they brought a lot to, like I was gonna say, my teaching, but like, also, just me personally, [LAUGHTER] I think they really enrich my life.

John: And you have taught some interesting classes, including a first-year seminar course in math and literature and poetry. And another one was women’s mathematics. Could you tell us a little bit about each of those classes and how you’ve used that to get students more engaged with math?

Sarah: Sure. So both of them are at the University of Toronto, I will probably do it as U of T at some point, which is not University of Texas for American listeners. And in part they were written to try to attract students who might not traditionally sign up for a math course, all of our first-year courses are massive at U of T, except for these first-year seminars, which are capped at, I think, 25. So really, students’ opportunity for a small class experience. So the math of literature and poetry, I think some of the seeds were planted, actually, by one of the students in that math creativity class. She was a poet, and she identified herself as a poet as a first-year student, and she was also very afraid of math, but she kept finding linkages. And she said, “You know, I think this can help me with my poetry.” And I am totally not a poetry person at all, or I certainly wasn’t, I’m maybe more now. And so that started to get me thinking about like, maybe if I combine math with like a poetry course, I could engage some other students. And she’s one of those students that I still talk to you and she just got her MFA in poetry and still using her math. So I talked to her actually, in developing this course. She helped me a little bit on the poetry side, also a key part in the math and literature and poetry is I had a TA from English because, again, I’m not a specialist. So I needed someone to help me and she was wonderful, a PhD student in literature. So I think another source of inspiration that was also integrated into it was that I had taught novels previously and seen how novels helped students relate to mathematicians or see themselves as mathematicians. I was just amazed at like how much empathy they had for the characters. So we read novels like about mathematicians, like the Housekeeper and the Professor, a really great Japanese novel in translation. And then there was mathematics from novels. So for example, one of our key novels, or a story, of the Library of Babel by Borges and you can actually ask, what is the shape of this library? What could the topology of it be in mathematical language? So then that was a key for investigating topology.

John: Was a library closed or open?

Sarah: Yeah, [LAUGHTER], exactly, that sort of question. We can start to narrow it down. So that was the math in literature and poetry course, in terms of content. The woman’s mathematics course is still kind of growing in my mind. It’s been in the works for a really long time. I just like us to center it almost like an experiential learning course, where the object of study was the university or like the mathematics in our university itself. And so as a result of both history and modern mathematics, and all sorts of things, I decided one of our units was going to be on data visualization, which is a little bit more number focus than I often have in first-year seminars, but people are often surprised that like Florence Nightingale was not just a friendly nurse, she was [LAUGHTER] an amazing data scientist. And she was really one of the first people to bring some of these amazing data visualizations, and she’s an amazing statistician, all these things. And there’s also a lot of women in this space currently. So their project was like, well take some data about the math department, maybe, or students in the math department and find an appropriate visualization for it. And they generated stuff that we really haven’t seen, like, what does it look like in our departments to have 13% woman faculty. You can say it all you want, but to actually see it with like the people, it is actually pretty startling to me. And then another project with that course, was we worked with a university archivist, and went into the university archives. So our university has a long and storied history, we hold ourselves up as a great research university. So we have many illustrious women in the past who have studied here, but people don’t know about them. And since I would say, we have a pretty bad situation with women in our department now, people kind of assume, after this archives project, I would go around and I would ask people, “When do you think the first woman president of the math student union was?” and people would say, “Oh, there’s never been a woman president. Like, are you kidding?” Because that’s the way it looks like now. But the answer is actually 1910 or something. And there were strong women, like way back when. And so students went to the University Archives, they looked at student records, they looked at faculty records, they looked at photos, and they told some stories from that. So that’s a project that’s gonna continue for a future class.

Rebecca: Sounds really interesting, and a great way to get students engaged with many different mathematical ideas, but also really engaged with this idea of identity related to disciplines.

Sarah: Yeah. And another thing that it did is it also helped them see themselves as part of the university because it was the first semester of the academic year, they were first-year students, and so it helped them see themselves as part of the community.

Rebecca: We don’t, in our curricula, look at the history of our university as part of what’s informing our work or informing the students. And so I can imagine that that’s a really unique kind of experience that could happen in any discipline, that would be a really interesting opportunity for students to just better understand their traditions that they’re coming out of.

Sarah: And I think our university archivist wants to work with classes, like they’re so excited to see, especially first year classes, get us to coming there and being part of that aspect of the university. I’m always a big fan of all of our librarians and I know that you guys are too,

Rebecca: You should see my notepad right now. It actually says “go see our archivist” because him and I had a conversation about a project we could do with my class. [LAUGHTER]

Sarah: Yeah, they’re wonderful.

John: Often, archivists are working in rooms all alone by themselves. And in fact, ours do work in the basement. And the opportunity to engage with students is good for them, as well as for students. That sounds like a really engaging project.

Rebecca: I’m ready to sign up for all of these classes. So I hope you have room.

Sarah: You are welcome to come and even speak and spread your wisdom, I would love that. [LAUGHTER]

John: Speaking of room… you also have taught some introductory calculus classes with up to 3000 students in them and you transformed them into an online environment along with a colleague during COVID. Could you tell us a little bit about how that course was structured and how it changed when you went to remote teaching?

Rebecca: It sounds so daunting.

Sarah: Oh, okay. So COVID for everyone has been really, really tough. And especially that I always have to go back and think what year was that? 2020 to 21 academic year…, everyone had it really, really tough. So we all like deserve, like hero badges or something, and I’m ready for a break. So I think we all need to catch up on our rest still from that. But I was fortunate because before the pandemic was on anyone’s radar, we had already arranged kind of a transition point in my job where I was going to be going from coordinating this gigantic introductory calculus class to not coordinating it. And the new coordinator, my colleague, Bernardo Galvao-Sousa, he was going to take over it. We were going to have a one year overlap, so he could kind of see how I did it and just like everything was gonna go normal and then he was gonna take over. So that overlap year was to be the 2020 to 21 academic year. So it was fortunate that we were both able to work on it, I don’t know how it would have happened otherwise. I had already been in a period of transforming this class, it had been basically the same from no one really knows, like, as far as anyone could remember, it had been the same. And I was basically brought on and hired at University of Toronto, to bring it to the 21st-century. So over the past three years before that, I had been changing it completely. And then, of course, we went online, which required it to be rethought because you can’t teach a course for 1000s of students the same way. So what was the course like before? Well, we have a lot of rules in our university for first-year courses, in that they have to have a midterm, they have to have a final exam worth a certain weight, there were three one-hour lectures a week, one one-hour tutorial, kind of the whole structure was pretty traditional. But I had been introducing some innovative projects, we were shaking things up in how we did them in tutorials. And the whole curriculum was really modernized. So I’ll give an example of one aspect of the course, the applied communication task, and how we transformed that aspect of the course, to put it online and still give students hopefully as good of an experiences as they could online. So applied communication tasks were this word project. So first semester, they were three separate projects, second semester it was one project, they were applied, and they were about mathematical communication. And I’m a big believer that I don’t really invent many new ideas, I just kind of like look at the needs of my students in my place and try to adapt things from elsewhere. So I had talked to every department that took my students after so this was like a calculus course for science students. And so they were going, the majority to life sciences, but they were also going to chemistry, they were going to physics, some are going to earth sciences. And then some are going to psychology and some at some other smaller departments, not smaller departments, but smaller portions are going to other departments. I guess economics was another big one. And I talked to them about like, what skills don’t students have that they should have from calculus? And one of the big themes was that students were afraid, they were just afraid to approach math in new context. So they could solve all the problems that were traditional, but they couldn’t if they saw a scientific paper, and there’s math, they were like, “I’m not familiar with this math, what do I do?” So I really took that as inspiration like, well, we should have students do that very thing. So as an aside, I put questions like that in exams, like, you know, take problems from scientific papers, give them information and put them on exams. But then also, in the second semester, have them find a scientific paper that has a mathematical model. And ultimately, the goal is to communicate something about that scientific model. Now, what form should that communication be in? Well, one common form that scientists use is a scientific poster. And the advantage of that is that it could be kind of an event, it can be kind of a grand finale for the course in tutorials. So we had a bunch of mini-poster sessions with about 100 students each. And so each of the posters presented models. They got into groups, kind of halfway through the semester, they combined some of their papers, but that took them through the experience of talking to a librarian and having to deal with databases. It got them through finding what’s important and what’s not. Well, I don’t understand… really this is way over my head in terms of math… what can I say from this model, and so all those skills like that, and then also the kind of communication. And it also combined oral communication where they have to talk about their poster and written communication, they had to write about their poster and they really worked on different drafts of different parts of their poster, and they have to read. First semester, the projects prepare them for that. They had a project that was focused on written communication, that was writing a proposal to their city council based on population projections from their hometown. They had a reading task and that’s changed a little bit over the years. So that’s what it was. What we did online is we basically kept the same projects, except instead of having the sprinkled in the tutorial, like every second or third tutorial was about the project, now we knew that they’re at home, they do not have any resources, any people around, we really need to make these be focused tutorial and make the structure very, very, very clear. Because otherwise, this really complex project is just gonna get completely confusing. We structured the first semester in that the first three tutorials were focused on writing. And the second three tutorials were focused on reading. And the third three tutorials were focused on oral communication. And then within that, the first tutorial had the same structure, the second tutorial had the same structure. And the third tutorial had the same structure. So they kind of had something much more predictable. And there was like a lot more evenness, and we didn’t try to give them as many skills as we did in the in-person, we cut down the expectations, we trimmed as much as possible. And then something similar in the second semester, we trimmed a lot, we focused a lot, we didn’t aim as high on the exams, in terms of all of those questions from scientific papers. We didn’t have exams, instead of exams, we had three different types of quizzes, the fun type was reflection quizzes, which had them reflect on their learning sometimes, or maybe conduct some sort of experiment at home, and then use that and make a model or something to like, go on a walk, this was in the deep COVID In the fall of 2020. And so like go on a walk, if you can’t go on a walk outside, go on a walk around your house and find something to model. So some people are modeling bird chirps or whatever. And then you create your own scientific models. And if you have two to three thousand students spread around the world, obviously, cheating is a huge concern. So we tried as much as possible to make it interesting. And for me, like, yes, academic integrity is big, but it was the perception of academic integrity amongst the students. Like we really wanted to keep them engaged.

John: So how did you assess and evaluate all those quizzes? Did you have a large team of TAs?

Sarah: We had very limited TA hours actually. So I think that’s another part of big course stuff that we don’t talk about a lot. It’s actually something I’ve been writing about, I’m just not sure where to send it because we don’t talk about it. It’s like management, like how do you manage a large organization? So we have about 50 people. How do you distribute your resources, and we have very limited resources. So we wanted to do these quizzes, we want to them very well, we have very few TAs and we still wanted TAs to teach tutorials. What are we gonna do? So what we ended up doing is redistributed our instructor resources. And normally students would be in classes of 200 in person. And we had them in classes of 400 online, because we figured the difference between an online class of 200 and an online class of 400 was not going to make a big difference. And technology, I can go into all the technological challenges. Now, the technology is all there. But August 2020, breakout rooms for this large of groups, impossible. So we had to do all these Zoom, and it’s crazy stuff. That’s how we managed is we had instructors who were like just in charge of quizzes. And that’s how we did it. And then every third quiz was kind of the automatically graded kind.

Rebecca: I think it’s important to bring up some of these logistics or project management skills the faculty have to have, especially when coordinating such big courses. And I appreciate that you’re sharing some of those things, because you’re right, we don’t talk about it. Just like we don’t talk about those same experiences that we have as young female faculty in the classroom or whatever kind of identities that impact our experiences.

Sarah: Exactly. Yeah. And both of these are the things that really keep me awake at night. It’s not the actual teaching, it’s the “How am I going to possibly grade?” [LAUGHTER] Or like, “How can I negotiate with my chair for more hours per students?” Or “What are you going to do with that one TA who’s behaving inappropriately with students?” It’s all of these extra things. Very, very, very different if you’re doing even a class to 500 versus a class of a few 1000 is quite different because you can’t see it all.

Rebecca: Yeah, managing an equitable experience is a really different kind of thing. It just keeps scaling up. So finding that equity piece is a challenge.

John: But it is impressive that you did those reflection quizzes at that scale, because that’s something I’ve wanted to do, but have been a little reluctant to do in a class of 400 that I teach in the fall. And now this is suggesting maybe I should do some of that. [LAUGHTER] Providing the feedback is the main concern that I have.

Sarah: Yeah, well, I think for gigantic classes. I don’t know however, we defined gigantic, like I guess gigantic versus the thing that you want to do. It’s often like what’s really the priority here and then what can you sacrifice, like, there’s always going to have to be a sacrifice. So I can’t provide the same feedback on a quiz to a group of 2,000 students as I can for a group of 20 students, or the classes that I had this year were in the low hundreds. And I can’t provide them the level of feedback that I had like on everything. But using peer feedback can be helpful, or just explaining to them, I can’t provide you feedback on this. If you want more feedback, you’re going to have to seek it, which is hard I know and not ideal. However, these are the things that we face, or just like deciding that the grading scale is going to be really generous and loose. I experimented this last semester in class of like 300-ish students with not ungrading, but more this [LAUGHTER] direction, letting them determine a lot more of their achievement levels, trusting them to say, “Oh, yes, I have mastered this actually.”

Rebecca: Well, now you’ve piqued our interest and we need to know more about it.

Sarah: Yeah, like, I’m still kind of thinking about how to describe it or characterize it because I started off with a structure. And then I really let the semester go on and adjusted as I saw my students change and as I changed myself. So I don’t have a lot of eloquent ways to discuss it. This is a upper-year course for group theory. And I wanted to do a lot of things that I just didn’t have the resources for. So I had to make a lot of tough decisions. And also, we are in a super grade-intensive university. And by the time they’re in like, third year, this is so ingrained in their mind. And this particular course has a very high percentage of international students, probably over 80% international students. And in my university, I think that they tend to be more concerned about grades because they have to be and somehow, just like not giving them grades on anything. [LAUGHTER] Like saying, “Okay, you’ve either mastered this, or you’re excellent on this, or you’re not there yet” was really difficult at first, a lot of them dropped the course immediately, because they didn’t understand it. They were like, “what percentage is this?” And I’m like, “Well, there is no percent.” “Well, is it 100?” I think they did not understand the concept of it at all. So I wanted to focus on oral skills, and oral skills are so hard to assess. But I want to give them the opportunity to develop their oral skills, I didn’t really want to assess them as much as I wanted to make sure that they were speaking about math and they were talking about math to other people. They could reattempt any assignment they wanted. So, they did a test, they could show me that they had actually learned the material on the test. But they had to talk to other people about it, they had to demonstrate they had spoken to other people, a lot of the main things like videos, and one group organized a mini conference on the topics for the weekend. They did a lot of amazing thing as a result of this. And the TAs provided very targeted feedback. So we’ve provided feedback on the skills that we knew students needed feedback on. So, they needed feedback on particular cognitive skills that they were not able to assess, like research has shown that they are not able to assess their own proofs, or students are not able to provide that same feedback. That’s what we assess. But we didn’t bother assessing things we didn’t care about.

Rebecca: It’s an interesting way of thinking about it. I know that I also was experimenting a little bit with ungrading this past semester, and also found that international students are the most like, “I don’t know what this means.”

Sarah: [LAUGHTER] Yeah, you have to just admit, sometimes, you don’t really understand it. Also a good opportunity for discussion for students, and talking about what that means when we don’t really understand.

Rebecca: Yeah, I think it’s good to model that.

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

Sarah: Well, I just submitted my tenure file two days ago.

Rebecca: YAY!

Sarah: So I need to catch up on a couple of things, but then rest. I have not had a good opportunity since the beginning [LAUGHTER] of the pandemic, so I think that that’s going to be my answer. Yeah. [LAUGHTER]

John: That sounds like a wonderful plan. [LAUGHTER]

Rebecca: And great advice for everybody listening. [LAUGHTER] We can all use a little rest.

Sarah: We all need that reminder.

John: And we should note that this is the first time that Rebecca and I have recorded in the same room since March of 2020. So this is sort of a return to normalcy for us.

Rebecca: Yeah. So it was nice to share this experience with you, Sarah.

Sarah: Yeah, it was so nice to talk to both of you and to see you together. [LAUGHTER] So, I know that listeners can’t see you, but I have enjoyed seeing you and speaking with you.

Rebecca: Well, thanks so much for joining us. Thank you

[MUSIC]

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.

[MUSIC]

212. Faculty Mindset

Research on the impact of mindset has often centered on the mindset of the student. In this episode, Elizabeth Canning joins us to discuss the impact that faculty mindset has on student achievement. Elizabeth is an Assistant Professor in the Department of Psychology at Washington State University. Her research focuses on how to create equitable and inclusive instructional environments.

Shownotes

Transcript

John: Research on the impact of mindset has often centered on the mindset of the student. In this episode, we discuss the impact faculty mindset has on student achievement.

[MUSIC]

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

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

John: …and Rebecca Mushtare, a graphic designer…

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

[MUSIC]

John: Our guest today is Elizabeth Canning. Elizabeth is an Assistant Professor in the Department of Psychology at Washington State University. Her research focuses on how to create equitable and inclusive instructional environments. Welcome, Elizabeth.

Elizabeth: Thank you.

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

Elizabeth: I’m drinking water today.

Rebecca: Alright, still a good choice. The base of tea, of course.

Elizabeth: Yeah. [LAUGHTER]

John: And I have a restricted set of tea because I brought most of my tea back up to the office, but I’ve been sent home with COVID. So I do have a ginger peach black tea still here though.

Rebecca: That sounds like a pretty standard fare.

John: It is.

Rebecca: I made it out to that tea shop I’ve discovered. And so I have a new one called Yunnan Jig…

Elizabeth: Ooh!

Rebecca: …and it’s a golden-tipped black tea.

Elizabeth: That sounds delicious.

Rebecca: It is very delicious.

Elizabeth: Exotic teas.

John: We’ve invited you here today to talk about your 2019 study that examined the effect of instructor mindset on racial achievement gaps in STEM disciplines. Could you tell us a little bit about this study?

Elizabeth: Yeah. So this study was a study that we did while I was a postdoc at Indiana. It was in collaboration with Dr. Mary Murphy, Katie Muenks, and Dorraine Green. We were really interested in instructor beliefs about intelligence… so whether they believe that intelligence is something that is innate, something that you’re just born with, you can’t change it very much, we call that a fixed mindset. And what we also call a growth mindset is this belief that intelligence can grow over time and change with effort, strategies, help-seeking, things like that. And we were interested in whether instructors’ beliefs about intelligence then predicted the experiences that students have in their classes, and then how well they do in their classes. So we sent a survey out to the whole university, and we didn’t expect a whole lot of responses because faculty are busy and all of that. But we actually got a lot of responses. We had 150 STEM faculty respond to our survey. And so with that, we were able to link their survey responses to the grades in their courses over a two-year period. And we ended up with this fantastic rich data set that we were able to look at students’ grades in their courses.

Rebecca: How prevalent was the fixed mindset amongst the faculty that you surveyed?

Elizabeth: Yeah. So it was pretty normally distributed, shockingly so I think. A lot of people think that fixed mindsets might be more rare. Other people think fixed mindset might be extremely prevalent, but it was pretty normally distributed. It’s a continuous scale so if you graph it, it’s a pretty normal curve. So we’ve got the most people in the middle. And then we’ve got some people at each extreme. But what’s interesting when you look at it, though, is especially on this scale, most people, they won’t go extreme, like the very, very tip of the fixed mindset scale. But they’ll do the next level over. It’s like, “I’m not gonna be that person, but I’ll be right next to it.” So it’s interesting to think about that when you think about the profession of being an instructor, and part of your job is to educate people. But yet we’re finding a significant amount of people have this mindset that intelligence or abilities can’t change.

Rebecca: So you talked about it being a normal distribution, was there any variation amongst race or gender, ethnicity, age, or STEM discipline?

Elizabeth: Yeah. So we get that question a lot. Like, can we predict who it is that has the fixed mindset? Well, this is the only table I’ve ever published that had every single line in it non-significant. [LAUGHTER] So we tested pretty much everything in our data set—whether mindset differed by gender, by faculty race, by age, by teaching experience, tenure status, anything that we had in our data set—and we found no differences by mindset. So it seems like having a fixed mindset or having a growth mindset is prevalent among all faculty regardless of these characteristics. We also looked within departments because a lot of people want to think that it’s, “Oh, it’s those economists or…” [LAUGHTER] looking at you, John. Or, “It’s those computer scientists, or the physicists, or the mathematicians.” But we didn’t find any differences by discipline. So faculty in any kind of discipline can endorse a fixed mindset or a growth mindset. And this suggests that these mindsets are not going to resolve itself on its own. Like if this was a generational thing, then we would expect it to resolve over time, or we could go into a specific discipline and educate faculty, but it seems to be pretty widespread, regardless of these characteristics.

John: That was one of the most surprising things in your study, to me. I was expecting that this would vary, particularly with age, but also perhaps with gender as well. And I was thinking that maybe this would be better over time. One of my favorite quotes from Paul Samuelson, an economist who died a while back, was, “funeral by funeral, the science makes progress,” and I was kind of hoping that that might occur with growth mindsets here, too. But it doesn’t look like that’s going to happen.

Rebecca: So we’re left with saying, “Great…” [LAUGHTER]

John: When you were looking at the effect of instructor mindset on student grades, were you also controlling for the characteristics of the students as well?

Elizabeth: Yes. So we controlled for a number of things in our analyses, we wanted to put anything in the model that might predict student performance. So we controlled for whether the student was the first in their family to go to college, their first-generation status. We controlled for their prior achievement level, so their prior GPA before they enrolled in that class. We also controlled for a number of course characteristics. So whether the course was, at this university, a 100 level, 200, 300. So, like, an entry-level class versus more of an upper-division class or upper-level class. We controlled for a number of faculty characteristics as well, like whether they were tenured, their age, how long they had been teaching. And so all of that was in the model to control for those variations in terms of what predicts their grades. Because a number of things we know predict grades, like class size. If it’s a bigger class versus a smaller class, we know that’s a pretty robust finding. And so we controlled for that in all of the analyses.

John: What was the overall effect, controlling for all the other student and instructor characteristics, of instructor mindset on student grades?

Elizabeth: So students, on average, received a higher grade in faculty’s classes where they endorsed more of a growth mindset. And this was, again, controlling for all of those things, regardless of student characteristics, class characteristics, and faculty characteristics. We also looked at this by student race, so we found an interaction with student race. So it’s not just that everybody on average is receiving or earning higher grades in the growth-mindset courses. This is particularly true for students with racial- ethnic minority status. So Black, Hispanic, Native American students performed better in the courses that had faculty who endorsed more of a growth mindset. When we look at the achievement gap between White and Asian students compared to Black, Hispanic, and Native American students, we see that this racial achievement gap is twice as large when the faculty endorsed more of a fixed mindset, compared to when they endorsed more of a growth mindset.

Rebecca: Can we talk a little bit about differences in assessments or the way that courses are structured between the fixed-mindset faculty courses versus the growth-mindset courses, because I think your paper talked a little bit about that as well, right, Elizabeth?

Elizabeth: We couldn’t dig into the specifics of it just because of the scale of this project, but we’ve done a lot of follow-up to see: What is it that faculty are doing in these classes? Because students are obviously picking up on it. It’s not just the belief that you hold near and dear to your heart, this is something that is being communicated to students in some way. And what we know from our other research is that it’s communicated in a lot of ways depending on the instructor, depending on the class. So it can be communicated in your course policies, like how you design your syllabus, how many assessments you give in your class. So, fixed-mindset professors are more likely to have a midterm and a final, and that’s your only opportunity to display your abilities in that class. Whereas the growth-mindset professors are more likely to have weekly quizzes where you can improve over time and see that improvement over time. And mistakes are less deadly in those classes, so to speak. So it’s in the way they design their courses, but it’s also in subtle ways. So what they say in class, how they talk to students who are struggling in their office hours, it’s in their attitude, it’s in a lot of different behavior. And students are pretty perceptive, they can pick up on it pretty quickly.

John: So we can significantly reduce racial achievement gaps if instructors have growth mindsets. Is instructor mindset something that’s changeable?

Elizabeth: Yeah, I think so. We know a lot from trying to change students’ mindset beliefs, it’s actually pretty malleable. You can teach people the science behind how our abilities grow over time, the changes that occur in your brain in terms of neuroplasticity, and faculty are pretty receptive to that. Most faculty want to do things that are going to benefit their students, most faculty want to be good instructors. And so it might just be finding ways to communicate that. In some of our research, we’ve found a disconnect between what faculty think their mindset is and how they’re communicating that, to what students are actually perceiving. And so it might just be communication, making sure that you’re very explicit about what you believe in your class, standing up on the first day and saying, “Here’s what I believe about abilities and intelligence, you don’t have to be, quote-unquote, ‘smart’ to do well in this class. Here are other ways to do well in this class, like learning and improving and using different strategies and things like that.” We also know that there are very critical times where these messages matter more. So there are times during the semester where students are searching for information about their abilities. So when you hand back that first exam grade, or that first assessment that you give in your class, that’s the perfect time to communicate your mindset beliefs, particularly if they’re a growth mindset. Because students are searching, “What does this mean? Does this mean that I’m good at this? Does this mean that I’m not good at this? Am I going to do well, should I drop this course?” It’s a time of uncertainty for students. And so, for faculty to communicate those beliefs during that critical time, it can set forth sort of the snowball effect for how they should view their learning and improvement throughout the semester. There’s a number of ways that faculty can do this in their classes. But back to your original question about, “Can we change faculties’ mindset?” I think so. I think there’s a lot of literature suggesting that we can do that.

Rebecca: And there’s been a lot of money pumped into making these STEM pipelines in the first place. We want them to be effective. So investing in this education around mindset and learning might be a really good use of funds.

Elizabeth: Yeah, one of the things that I think was really shocking about this paper is the faculty that reported their mindset beliefs, there were 150 of them. But when you look at all of the students that they touch, over a two-year period, how many people they teach, it becomes a really big number pretty quickly. So in this sample it was around 15,000 students that these 150 faculty taught over a two-year period. And so, instead of intervening with 15,000 students, you might intervene with 150 people and see similar or maybe even greater effect.

Rebecca: I know from our experience, John, with working with faculty around mindset and around helping students learn how they learn, that faculty who demonstrate a growth mindset are often very willing to share what they’ve learned about learning with their students. And so having an intervention with 150 people then reaches many of those students, because that information ends up being communicated out in a more distributed way.

John: One thing I’m wondering is whether you can separate out, in these results, the impacts of the way in which people teach from the messaging that’s coming up indirectly in other ways? It strikes me that that may not be possible, in that the instructors with a growth mindset provide lots of opportunities for students to make mistakes and learn from those mistakes, while those who have a fixed mindset are more likely just, as you said, to use a small number of exams as high-stakes assessments. Is it possible that some of the effect is just from better teaching practices and using more evidence-based teaching approaches that give students these opportunities for more retrieval practice, more spaced practice, and so forth?

Elizabeth: I think that’s very possible. However, we’ve done some follow-up research where we randomized faculty messages within one course. So it’s the same professor, it’s the same structure, some students are getting growth-mindset messages from that instructor, some students are just getting control messages, and we’re seeing really great effects at that level. And so it has to be more than just the way their course is structured. It’s more about the messages that they’re giving students and how to frame mistakes, how to frame ability. We’re providing it at a specific time like I mentioned earlier, and so it’s probably a combination of both. But with this new experimental evidence at the student level, or at the classroom level, we’re seeing that it’s more than just their teaching ability, or the way that their course is structured.

John: What you just described reminds me of a podcast we had done a while back with Angela Bauer at High Point University in Episode 49. In that episode, she talked about trying to reduce some of the achievement gap in their introductory biology classes. And they first introduced some active-learning activities, but there was still a non-trivial achievement gap remaining. So they introduced some growth mindset messaging, and that seemed to remove the remaining racial achievement gaps. So that provides a little bit further evidence that growth mindset messaging can play a significant role in helping to reduce these achievement gaps.

Rebecca: One thing that’s really powerful about that idea, though, is that it may not really take a lot to make a change.

Elizabeth: Yeah.

Rebecca: It doesn’t really seem like that much of a financial investment, or even a time investment to make a difference, or at least chip away at the problem a little.

Elizabeth: I think that’s what makes this so appealing to people is because it’s subtle, and it’s also something that can be done pretty easily. So you’re not changing the curriculum, you’re not flipping your classroom that requires extra work and time. Faculty are already overloaded with the expectations of what they’re supposed to be doing with teaching in terms of all their other responsibilities. We have implemented mindset messages at a pretty really basic level. So putting messages in a syllabus, putting messages in an email, maybe a couple videos in the class, for instance. And that’s really it. As long as it’s done in a way where it’s at a critical time, it’s more meaningful for students, and it’s done sincerely, then it’s not a whole lot of extra work.

John: From a faculty member’s side though, for those who may have a fixed mindset who believe that students’ ability is fixed, a conversion to a growth mindset may very well, and that’s consistent with your results, change the way in which they structure their courses. Because if you believe that students can learn by making mistakes and practice, you’re probably going to redesign your courses to build more of that in and that’s, again, very consistent with what you found. And it will be a bit more work typically for instructors unless they can do it in a way in which there’s some degree of automation.

Elizabeth: Yeah, I think there’s a lot of discussion around rigor, and if you have a growth mindset that it means you’re too soft, and you’re not having a difficult class. So it brings up all these questions about course difficulty and rigor. And I think our perspective and some of the follow-up work that we’ve done in this paper, and in other papers, that the perspective of what is difficult or what is rigorous really depends on who you ask. So if you ask a faculty member how difficult their class is, or what it means to have a difficult class, that’s going to vary quite dramatically from the students’ perspective. So what we’ve seen is that students actually find the growth-mindset professors to be a little bit more difficult or challenging than the fixed-mindset professors, and it’s for that very reason that they have more work to do in the class. [LAUGHTER] They have to make improvements, and they have to redo assignments, and the workload is maybe even a little bit higher, versus a fixed mindset class that might have a midterm or a final, there’s less, quote-unquote, “work” to do in that class. And so it really is in the eye of the beholder what class is difficult and what that means in terms of student achievement.

Rebecca: There’s a difference in regular accountability…

Elizabeth: Yeah. [LAUGHTER]

Rebecca: …and therefore feels like a lot more work when you’re being held accountable on a regular basis. [LAUGHTER]

Elizabeth: Yeah, I’ve done some follow-up work, because a lot of people will also think that it just comes down to being nice. If you’re nice and warm and friendly, then people are going to do well in your class, and if you’re not, then people will not do well in your class. And so I’ve done an experiment where we have manipulated that. There’s a laboratory study that we’ve done, where we manipulate whether the message is a fixed-mindset or a growth-mindset message. And then we manipulate whether that message is delivered in a way that’s warm and friendly and positive, versus cold and unfriendly. So this results in four different ways of messaging. The best is always going to be sort of this warm, friendly growth mindset, and the worst is always going to be the cold, unfriendly fixed-mindset. But what’s really interesting is what happens to the two in the middle. If you have the growth mindset but you’re cold and unapproachable, versus a fixed mindset and warm and approachable, How do those two shake out? And what we’re finding is that, very consistently, it’s the mindset message that matters more than the warmth or approachability. So they do interact, of course, it’s good to be warm and friendly. But the message itself also matters. So we can tease these things apart. They are different things, and they have different effects.

John: Since we’ve got you here, we were looking through some of your other research, and you’ve done a number of studies that have looked at the impact of utility-value interventions. Could you talk about what those are, and what you’ve found involving those?

Elizabeth: Yeah. So a lot of the research I’ve done on utility-value interventions was conducted in collaboration with Dr. Judy Harackiewicz at Wisconsin, Madison. And so, utility-value intervention is an intervention that’s directed at students. The way that we implement it is we have students write a short essay. They pick a topic that they’ve covered in class, and they write about how that topic is useful or relevant to them personally. And the way that we’ve done this, we’ve had them do it a couple different times throughout the semester. So they’re reflecting on what they’re learning and they’re connecting it to their own personal goals, their life, and it makes the material that they’re learning more relevant to them. And what we’ve found is that this intervention is particularly beneficial for underrepresented racial minority students who are also the first in their family to go to college. So this group is doubly disadvantaged, they’re disadvantaged due to race, they’re also disadvantaged due to social class. These students have the largest achievement gap in most STEM courses, and they really connect with this intervention. What we found in this research, these students have a particular motivation for going into science. They want to give back to their communities, they want to help their friends and family out after they’re done with college. They have specific goals that may not be met in science courses, or may not have this direct connection to what they’re learning in science. And so, by providing them with this opportunity to reflect on that and connect the material to those goals, we’re seeing that they make marked improvement in terms of their grades in the class. Whenever you do an intervention where you have students write something, and you get really rich data because you can look at what they’re writing about. So we analyzed over 1,000 different essays that these students wrote and we said, “What are they writing about?” We ran them through the linguistic analysis, and they’re really connecting it to those goals. These students are more engaged in the assignment, they’re writing longer essays, they’re more specific in their writing. And that then contributes to learning more in the class, which results in higher grades.

Rebecca: Sounds like, again, a very easy intervention to make or to build into classes. I know that I’ve been doing more of that in the classes that I’m teaching and seeing really good results and having really great conversations as a result with students as well.

Elizabeth: Yeah, I think there’s a difference between simplicity and ease of this type of intervention, because it does require the students to put in some effort, they have to write an essay. It also requires some grading on the part of the instructor if that’s not already in your class. So it is a little bit extra, quote-unquote, “work”. But I think it can be done in automated ways to benefit students.

John: And in these studies, you’ve also looked at the effect of student-identified value versus when it’s communicated from the instructor instead. Could you talk a little bit about the relative impact of directly-communicated utility-value interventions from the instructor or those that come from the students?

Elizabeth: Yeah. So from a really practical perspective, we wanted to know, “Do students have to write the essay? [LAUGHTER] Do we have to grade all these essays? Or can we just stand up in front of the students and sort of give them this information, kind of summarize how what they’re learning is relevant to a number of domains?” Because that would ultimately, in a practical sense, take less time. So we did an experiment where we manipulated this, and what we found is that students benefit the most when they get both. So they have a little bit of scaffolding from the faculty member, where they’re given some ideas of how the information might be relevant or useful to them. And then they write about it in their own words and get really into specifics. So a professor can stand up there and say a bunch of ways that it might be relevant, but every student is unique, every student has different goals, every student has different interests. And so, it really needs to be personalized to them. And the process of putting it in your own words and reflecting on it is also useful, right? That’s part of the learning process. You get into the specifics of it and write about it. So, we ended up concluding that it’s both. There’s some scaffolding involved from the faculty member, but then the students really need to generate something for themselves too.

John: I think you also looked at this in terms of the differential effect in two-year and four-year institutions, and you found somewhat different results between a community college and a four-year institution. Could you talk a little bit about that difference?

Elizabeth: Yeah. So a lot of this research has been done, or the data have been collected from four-year institutions, particularly four-year research-intensive institutions. And so, I wanted to see how this could translate to other types of colleges, particularly in the two-year context, because a lot of first-generation students go to two-year colleges. That’s a gateway to a lot of different career paths. And so what we did is we went around to a whole bunch of different two-year colleges, we connected with the instructors there, we tried to tailor it for their students and their context. But ultimately, what we found is that there needed to be a lot more scaffolding in terms of the writing process. So because the intervention was done with students at four-year colleges, we kind of made assumptions about how ready students were to think about utility and think about relevance. And a writing intervention in those contexts just wasn’t appropriate. So we didn’t find the same findings, we actually found that the control essays were more beneficial than the utility-value condition, in these interventions that control is summarizing course material. And that was actually really beneficial for students in this context because they weren’t already doing that in these courses. Whereas in the four-year college, that was sort of the status quo, and they were able to take that next step to make that course material relevant to them. So in working with their instructors, what we concluded is that you can do this intervention in a different way. It doesn’t necessarily have to be writing. It could be done in small group discussions, it can be done in presentations, it can be done in a lot of different formats that might not present a barrier of writing ability or writing practice. A lot of students in two-year colleges take concurrent writing courses in addition to their science courses. And so removing that barrier of writing, I think, would have been necessary in that context.

Rebecca: It’s a nice helpful reminder, I think, for faculty to be thinking about ways to have reflective practice that doesn’t always involve a lot of reading too. [LAUGHTER] Like, if we’re doing presentations, or if we’re reflecting in a video, or reflecting in conversation. These are all other places that provide some variety, too, so that we’re not always grading the same things or having to intake the same kinds of information. That can also be overwhelming to faculty too. So mixing it up is helpful I think. [LAUGHTER]

Elizabeth: Yeah, I think it also speaks to, you know, one-size-fits-all interventions just are not appropriate. So we publish these papers and we say, “Wait, we found these really amazing findings.” But that’s in one context, maybe with one instructor, maybe at one institution, and every student body is different, every class is different. And so, you really need to figure out the needs of your students and meet them where they are, and also take a step back and look at the purpose of the intervention. Maybe it can be implemented differently. Maybe if you take the philosophy of it and customize it for your context, that’s going to be the more appropriate approach.

John: We always end with the question, “What’s next?”

Elizabeth: Well, right now I’m still working on mindset messages. We just got word that we might potentially be getting a nice grant to look at this. And so what we’re going to be looking at is growth-mindset interventions directed at students crossed with growth mindset messages from faculty. The idea is that when you try to get students to believe in a growth mindset, it’s going to be most effective when the environment is supportive of that message so that it’s supported by the faculty member in that class. So we’re going to be looking at that over the next few years in a bunch of different contexts, in a bunch of different institutions.

Rebecca: Sounds like more beneficial, useful, and exciting information.

John: And again, as Rebecca had said earlier, these are really relatively simple and easy-to-use interventions that I think could be much more widely adopted. Well, thank you.

Elizabeth: Yes, thank you for having me. It was great to talk with you.

[MUSIC]

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. Editing assistance provided by Anna Croyle.

[MUSIC]