A Review of Grit and Growth Mindset

To begin with, let’s spell out what each of these dispositions are. Grit is the concept popularized by the research and publication of Angela Duckworth, professor of psychology and the University of Pennsylvania. In her 2016 book entitled Grit: The Power of Passion and Perseverance, she simply refers to grit as the “combination of passion and perseverance,” (8) a point highlighted in the subtitle. A further definition is “the ability to sustain effort and interest towards long-term goals.” Grit, then, encompasses the ability to engage in effortful work and situate that effort within a long-range trajectory of growth.

A growth mindset is similar to grit in that it incorporates effort and goals. However, it differs from grit by articulating a belief that “your basic qualities are things you can cultivate through your efforts, your strategies, and help from others,” so states Carol Dweck in her book Mindset (7). Notice how it brings effort into contact with strategies and help. As teachers, we fit into the growth mindset framework by being individuals who can help students grow and discover new strategies where their effort can lead to accomplishing their goals. The opposite of a growth mindset is a fixed mindset, the understanding of oneself as incapable of change.

Let’s dig a little deeper by considering an illustration. There are many high performers who exemplify grit and growth mindset. For example, an athlete like Michael Jordan achieved greatness in the NBA through a relentless pursuit of excellence on the basketball court. Yet, early in his life, he encountered an obstacle. He was cut from his high school basketball team. Rather than playing varsity basketball at Laney High School, he was placed on the JV team. He shared in a Newsweek interview how this drove him to work hard. “Whenever I was working out and got tired and figured I ought to stop, I’d close my eyes and see that list in the locker room without my name on it. That usually got me going again.” This drive shows both grit – in that he applied sustained effort to reach long-term goals – and a growth mindset – practicing new skills and learning from coaches along the way. He could have easily taken a fixed mindset and decided basketball wasn’t for him. But instead he had a fundamental belief that he could grow and change the characteristics that were in his control.

Bringing this a little closer to home, we need not set ourselves or our students the goal of NBA greatness to instill the dispositions of grit and growth mindset. There are some simple practices that enable students to engage in effortful work that achieves forward momentum towards tangible goals such as better handwriting, faster times on math facts tests, or the completion of a quality essay. Here we will lay out several concepts and skills that we can use to encourage students along the pathway of grit and growth mindset.

The North Macedonian Study

In a study conducted with middle-school students during the beginning of the 2016 Spring semester in North Macedonia, researchers implemented a curriculum aimed at instructing students in the tenets of deliberate practice, with the goal of discovering whether grit can be acquired at this critical stage of development. I think it is instructive to observe the framework of the curriculum used. It was broken into two parts. The first lays down the deliberate practice framework: “(i) identify stretch goals, (ii) seek feedback, (iii) concentrate, and (iv) repeat until mastery.” (Santos, et al. “Can grit be taught?” 2022). According to Anders Ericsson, “Deliberate efforts to improve one’s performance beyond its current level demands full concentration and often requires problem-solving and better methods of performing the tasks.” (Ericsson, “Deliberate Practice and Acquisition of Expert Performance,” 2008). In other words, to grow a skill or improve performance, it takes focused attention as well as guidance to find new strategies in whatever domain we are working in.

Let’s consider the example of a timed math facts test. Begin by identifying a stretch goal. Ask students to write down for themselves a reasonable, yet moderately difficult time to beat. The feedback should be rather immediate, as students write down their time after completing each math facts test. Before each timed test, have students consciously focus their attention and remove any potential distractions. After each test – and this is often the important step that gets missed – have students analyze their test for problem areas or challenges they encountered. This is whether the teacher can propose new strategies to try. Similar procedures could be used for playing a line of music on the piano the exact same way two times in a row, making four free throws in a row, or entering a written narration into a copybook for eight minutes uninterrupted.

The second part of the curriculum used in the North Madedonian study consisted of training in motivation. This can be a difficult concept. But to begin with, the locus of motivation ought to be personal – self-motivation. Dweck describes motivation with words like “interest” and “positivity” (Mindset 61). She cites how Tiger Woods approached practice by making it fun, “I love working on shots, carving them this way and that, and proving to myself that I can hit a certain shot on command.” (102). In the language of grit, Duckworth uses the word “passion” to describe motivation. She challenges to notion to “follow your passions,” because our passions are often untamed and untrained (Grit 95-116). We need to discover what we are passionate about, or in the terms of motivation, what provides us with joy, interest and a feeling of positivity. There should be an amount of playful discovery, and repeated exposure to the intrinsic interest that captivates the heart.

The result of the North Macedonian study offers encouragement and a caution. It is clear that through training, students can acquire new beliefs about the value of their effort. Deliberate practice can be learned. The study showed that positive impacts on students were greater when the contents of deliberate practice training “were delivered by teachers.” What this means is that higher achievement occurs through not only goal setting and effort on the part of the individual student, but with support by what Vygotsky calls a “more knowledgeable other.” Now, while the study showed an increase in what is called “the perseverance-of-effort facet of grit,” there was a decrease in the “consistency-of-interest facet.” In other words, students grew in their willingness to work hard towards a goal, but they lost interest in that goal. They suggest that given the age of middle school students, they are not settled in their interest in long-term goals. To that end, it may be more important to provide shorter-range goals as well as a diversity of interests that students can sample as they learn how to implement deliberate practice.

Practical Tips for Training Students in Grit and the Growth Mindset

In her book Mindset, Dweck shares how to pass on the growth mindset. Her discussion points out that many parents and teachers who have a growth mindset encounter difficulties passing it on to students. Let’s begin by listing the three major pieces of advice she delineates.

Praise your students the right way. Instead of offering general praise (“good job”) or praise of the child’s ability (“you’re great at math”), be sure to offer specific praise that focuses on the “child’s learning process” (219). For instance, “You really worked hard to get that answer. That must feel good!” By praising effortful practice and overcoming challenges, we encourage and support their perseverance.

Embrace setbacks and failures. Parents, children and teachers suffer a fear of failure. But “setbacks are good things that should be embraced” and “setbacks should be used as a platform for learning” (219). One approach is to highlight the challenge as an obstacle to overcome. Imagine a student struggling to pronounce a multisyllabic word. The teacher who responds, “Johnny found a challenging word, let’s work through this one together.” Finding a response that ennobles hurdles, difficulties and failure supports the growth mindset.

Work towards understanding instead of mere memorization. There is a place for memory work, but the value of memorization can be fairly shallow and can lead to a fixed mindset. Helping students understand what it is they are reading or calculating promotes a growth mindset. Now in mathematics, it is imperative that students learn math facts and formulas by heart. I spend time working on this very skill. But more important than having instant recall is the ability to apply formulas and operations to the correct problem. So, asking the “why” question repeatedly moves the work toward understanding, and therefore growth. Other questions that can be asked to highlight understanding are, “What are typical errors we might find with this kind of problem?” or, “Is there a different way we could approach this problem?”

Model the growth mindset in the work you do. Both grit and the growth mindset can be caught through modeling or a mimetic approach. When we are teaching, we often think we need to be perfect experts of our content. This notion is a fixed mindset. Instead, we should view our knowledge as growing, even in subjects we have taught for many years. When students hear us say things like, “Oh, this is a concept I still struggle with” or “Here’s how I approach this because it always trips me up” we are communicating that learning is a process and that some areas of learning require effort.

Similarly, share stories of failures and challenges you have overcome. Relating to the stage of learning your students are in can help them envision themselves as growing into a more mature version of themselves. This is a core concept in habit training – envisioning the more mature self. I have shared with students about poor grades I received in school, ways I have needed to learn how to study or organize my calendar. Even though I was fairly poor at managing assignments while in high school, I grew in this skill during my college years. There is a concept of the “resume of failures,” which was a viral sensation when Princeton professor of psychology, Johannes Haushofer, uploaded his “CV of failures” online. Keeping track of these failures can provide a storehouse of stories we can share as we guide and mentor our students in the ways of the growth mindset.

Not only should we share our own stories, have students share their past experiences of overcoming challenges. Even our youngest students can share moments they have had to apply themselves through grit and determination to accomplish something. They likely have all the materials needed to cultivate a growth mindset from their own past experiences. It only takes a little reminding to get them engaged in a proper mindset for effortful work.

Finally, get students talking about approaches to overcome challenges. This means we need to be equipped with questions that get the students thinking in the growth mindset. A simple question that could be applied across all situations is, “What’s a different way you could approach this?” Finding new strategies can be very empowering to students. Too often we think we ought to be providing answers and strategies – and there’s definitely a role for that. But beginning with student talk about the nature of the challenges they are facing and providing them the tools to overcome those challenges through guided questioning can powerfully shift them out of the fixed mindset into the growth mindset.

Watch an in-depth training session on how to implement deliberate practice in your classroom. Learn what it means to aim for excellence and to cultivate virtues, drawing upon modern research into high performance practice.

Learn practical strategies to help your classroom aim high and for you to provide effective support. Whether you are a classroom teacher, administrator or homeschool parent, you will find helpful tools to take your craft of teaching to the next level.

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A new book landed on my desk around the beginning of the school year. Robert Greene’s Mastery (New York: Viking, 2012) touches on a number of points that are worthy of exploration and consideration. It reads like a mix of historical biography and self help by a writer who is a master of his craft. I first came across Robert Greene when I listened to his 48 Laws of Power (New York: Viking, 1998) as an audiobook. At that point I largely dismissed Greene as a relevant voice in my life due to how Machiavellian his self-help advice came across. Yet, in Mastery one finds solid career advice based on the apprenticeship model from the Middle Ages. Intermingled in his delineation of one’s journey toward mastery, Greene chronicles the careers of past masters such as Leonardo, Mozart, Einstein, Darwin, Benjamin Franklin, Marie Curie, Carl Jung, and a host of others.

In this article I would like to delve into the second section of Mastery to explore the three phases of apprenticeship as spelled out by Greene. Because the book reads as advice given to an individual embarking on a new career, there is some translation that needs to occur to nuance Greene’s apprenticeship for a school environment. I will endeavor to examine Mastery from three vantage points: 1) the classroom environment as a locus of apprenticeship, 2) the teacher as apprentice, and 3) the work an administrator can do to create a culture of apprenticeship.

The Three Phases of Apprenticeship

Let us begin not with the three phases, but with the master idea of apprenticeship: transformation. Greene writes:

“The principle is simple and must be engraved deeply in your mind: the goal of an apprenticeship is not money, a good position, a title, or a diploma, but rather the transformation of your mind and character–the first transformation on the way to mastery.”

Robert Greene, Mastery, 55.

I cannot help but hear echoes of Romans 12:2, “be not conformed to this world, but be transformed (μεταμορφόω) by the renewal of your mind, that by testing you may discern what is the will of God, what is good and acceptable and perfect.” Our spiritual apprenticeship to Christ Jesus is modeled upon the disciples journeying with Jesus. Our minds and our character undergo a metamorphosis through long years of following Christ. I cannot imagine Greene has this in mind when he writes this, yet the profundity of the truth is well worth noting. The journey of the apprentice in whatever field we might consider is to become someone who is disciplined and focused.

The first phase of apprenticeship is what Greene calls “deep observation.” He lays out two broad categories that one observes in an apprenticeship.

“First, you will observe the rules and procedures that govern success in this environment – in other words, “this is how we do things here.” . . . The second reality you will observe is the power relationships that exist within the group.”

Robert Greene, Mastery, 57

I find Green to be fairly Machiavellian here, especially by framing his second category around power. Now it is true in an educational environment that there is an authority structure – the teacher-student dynamic. It might also be true that certain students wield a kind of power. I find the insights from Jordan Peterson helpful to temper power as the singular characteristic of hierarchies. He would contest that a framework of competence might be a better understanding of group dynamics. Now, competence is a form of power, the power of expertise, but it is different than the form of power that often gets expressed as dominance and unfair privilege.

Okay, so apart from that little diatribe, what Greene lays out is a phase of apprenticeship that features learning the skills of observation, focus, attention, and noticing things. Observation includes the social environment and human interactions. I like how he begins with noticing before making judgments. In education we often want to move quickly to analysis and judgement. Perhaps this is a liability in discussion-based learning. But there is genuine benefit to cultivating the simple skill of noticing things. One of the best tools for cultivating the skill of observation is the practice of narration.

The second phase of apprenticeship is what Greene calls “the practice mode,” which he defines as “practice toward the acquisition of skills.” (58) I think this is the phase that amounts to the biggest portion of apprenticeship, which does not mean it is the most important phase, but it stands to reason that much of our time on task occurs in this phase. Greene spells out what we might call a mimetic form of instruction.

“The natural model for learning, largely based on the power of mirror neurons, came from watching and imitating others, then repeating the action over and over. Our brains are highly suited for this form of learning.”

Robert Greene, Mastery, 59

Watching, imitating and doing over and over is the most visible part of the master’s workshop. Imagine the activity of the great workshops of the Renaissance where apprentices look over the shoulder of the master, go to their own station and practice repeatedly, often with the master then looking over their shoulders.

While there is much that we learn that gets expressed in language or numbers, Greene spells out how there are certain kinds of information that amount to “tacit knowledge” or knowledge that is difficult to put into words. The Medieval model of apprenticeship enabled the learner to put into practice this tacit knowledge, accumulating the 10,000 hours, a la Anders Ericsson, which might take a decade to master. Imitation and practice, then, is a significant idea derived from this second phase of the apprenticeship as Greene describes it.

Furthermore, practice develops over time. As an individual increases in skill, there is an effect Greene describes as the “cycle of accelerated returns” where practice becomes both easier and more rewarding. This correlates well with what Cal Newport shares about passion, enjoyment and interest coming after the accumulation of skill. For something like math, it might take years of work and training to get to the point where true enjoyment emerges. The same is true with excellent literature that demands considerable attention to detail and understanding of literary conventions. We might experience the opposite of joy and passion when encountering these domains early in our apprenticeship. Yet when we gain the requisite time on task, joy and passion emerge.

The third phase of apprenticeship is what Greene calls “experimentation” or “the active mode.” In this phase the apprentice attempts to work independently. Greene writes:

“As you gain in skill and confidence, you must make the move to a more active mode of experimentation. This could mean taking on more responsibility, initiating a project of some sort, doing work that exposes you to the criticism of peers or even the public. The point of this is to gauge your progress and whether there are still gaps in your knowledge. You are observing yourself in action and seeing how you respond to the judgments of others. Can you take criticism and use it constructively?” (62)

Robert Greene, Mastery, 62

Some of the words that stand out to me in this description of the active phase are “responsibility” and “criticism.” In earlier phases of apprenticeship, you can imagine the apprentice working almost mechanically. At one level there is observation where the apprentice is soaking everything in. At the practice stage the apprentice is building the habits over and over accumulating skill. Then at this level there is genuine ownership, a sense of personalization of the task at hand. When one takes personal responsibility for one’s own work, there comes with it a vulnerability or exposure of one’s weaknesses. This is why the goal of this phase is to learn how to take criticism well.

I am reminded of the growth mindset. Carol Dweck describes a form of constructive criticism, “Growth-minded teachers tell students the truth and then give them the tools to close the gap.” (Mindset, 203) As students work at the cutting edge of their knowledge and skill, honest and forthright communication enables them to have an accurate picture about what they are doing well, but also about what they are not doing well. Yet the child cannot be left there, they must then be given the tools to improve. In the apprenticeship mindset, we can add to Dweck paradigm that a significant part of education ought to be teaching students how to find for themselves the tools to improve, so that when they get to the active stage, they can receive criticism and then creatively explore ways they can improve.

Greene goes on to dig deeper into the emotional detachment one must learn in the final phase of apprenticeship.

“It is always easier to learn the rules and stay within your comfort zone. Often you must force yourself to initiate such actions or experiments before you think you are ready. You are testing your character, moving past your fears, and developing a sense of detachment to your work–looking at it through the eyes of others.”

Robert Greene, Mastery, 63

Stepping out of the comfort zone can occur at all stages. I think about students who question whether the answer they produce in my Geometry class is correct. I begin to shift that assessment back onto them. How do you know? Have you checked your work? What if the textbook is wrong? Can you be confident that you have gotten the right answer even if it doesn’t match what others have produced? The answer is either correct or incorrect. If the student is able to assess that on their own, they begin to have a detachment from relying on others to tell them the answer is correct – as though correctness is some mystery only revealed by the text or the teacher.

Greene concludes his delineation of the three phases of apprenticeship by relating it to the nature of work today. We are moving beyond the industrial factory-model of work. Everyone can be a creative by writing blog, producing videos or podcasts, hosting webinars, or starting a business. The apprentice mindset enables individuals to not view themselves as cogs in an economic machine, but to explore new possibilities for creative careers. He writes:

“In general, no matter your field, you must think of yourself as a builder, using actual materials and ideas. You are producing something tangible in your work, something that affects people in some direct, concrete way. To build anything well – a house, a political organization, a business, or a film – you must understand the building process and possess the necessary skills. You are a craftsman learning to adhere to the highest standards. For all this, you must go through a careful apprenticeship. You cannot make anything worthwhile in this world unless you have first developed and transformed yourself.”

Robert Greene, Mastery, 64

The apprenticeship model Greene develops points to the fact that we cannot view the work of our students (nor our own work for that matter) as fixed. If we view ourselves as capable of transformation, the apprenticeship model provides a pathway to enact coaching and skills formation as a natural part of life.

Apprenticeship in the Classroom

When we are working with our students in the classroom, the three modes or phases of apprenticeship provide a helpful framework for the different kinds of work we are doing. I think it is important to keep in mind that these modes of apprenticeship are not strictly sequential, nor are they bound to long spans of year before one moves into another phase.

Beginning with deep observation, the first phase, I would encourage teachers to utilize the concepts of atmosphere and habit training to coach students in “how we do things here.” This is true with regard to how we carefully read texts or patiently observe something in nature. There are procedures and routines that must be learned, such as sitting in a ready position or having a moment of silence after the reading of scripture. Then there is the emotional/social intelligence component, where one of the ways we are training students is to have facility in relating with all kinds of people in different kinds of situations. This argues for a teacher’s direct involvement in breaks and lunch, in order to coach students well in the hugely important task of cultivating social skills.

Narration, or telling back, is essential to the task of deep observation. We cannot tell back what we have not given our attention to. While we tend to think of narration as part of a method, it is in and of itself a skill to be cultivated. Students can grow in the ability and capacity to narrate with greater attention to detail, to more fully convey the meaning of the author by utilizing his or her language and style, and to follow with greater nuance the sequence and order of thought in an episode. When we think about deep observation, the depth with which we are able to assimilate texts, music, artwork and nature provide a foundation for the next phases of apprenticeship.

The second phase, the practice mode, is where the bulk of the work occurs in a student’s life. We are wise not to consider this solely as homework. Much of the most effective practice a student or apprentice ought to do occurs under the watchful eye of the teacher. This provides greater scope for demonstration (“watch how I do it”) and correction (“instead try it this way”). Here I think the concepts in Make It Stick are invaluable. Spacing and interleaving are preferable to massed practice. At the heart of deliberate practice is a faithful guide – a master – who is able to place before the student the correct number of problems that will accomplish the most growth for the apprentice. This might entail a reduced number of practice problems in math or shorter writing assignments so that greater focus can be placed on discrete skills.

The active or experimentation mode, the third phase of apprenticeship, sees the students exploring their boundaries. We might hear a student ask, “What if I tried it this way?” or say, “I got the same answer but my steps were different.” A wise master poses open ended questions that force the student to be creative, considering an issue from a different angle. Teachers can provide a class with a problem to solve that requires teamwork, collaboration and may involve trial and error.

The big takeaway from thinking through the apprenticeship model in this way is that all phases are relevant to the group of students in your classroom. It could be a lesson weaves together observation, practice and experimentation. The phases might move back and forth between practice and observation with experimentation coming days later when the requisite knowledge and skill can be unleased on an interesting problem, issue or question. Perhaps a unit can be structure around this broad series of phases. I could see a quiz or exam structured accordingly. The key is to see how guiding students towards mastery involves all three: observation, practice and experimentation. Our role in this is to establish these guiding principles and then to be the master in the workshop alternately demonstrating and then providing feedback.

Teachers as Apprentices

The bulk of my thoughts has centered on the classroom environment. However, I think it is equally important to view our task as teachers as a craft. Whether you are in your early years as a teacher or have been in the classroom for decades, take as many opportunities as you can to observe other teachers. One of the brilliant tools available with TLAC is that there is video content where techniques and best practices can be watched. Some of the most important skills a master teacher deploys are actually quite difficult to put to words. We develop intuitions about which student needs attention, when to raise or lower a voice, whether to turn my back when writing on the board or where to position myself when the class returns from PE. It’s quite another thing if one sees another teacher doing these things. We catch much by way of osmosis. What this points to is getting outside your classroom to catch by any means available a glimpse into a colleague’s room.

Practicing lessons is most often done when a teacher is in college. They practice lessons, do a semester or year-long placement, and then are launched into their career. Daily teaching is indeed a form of practice, but it might not be deliberate practice. We might very well reinforce rather bad teaching habits unless some planning or focused attention on some technique is applied. Here I think a wise teacher will insert into lesson plans notes about techniques they will practice. I might note to myself, “walk up and down the rows in my classroom” or “use cold calling today” or “wait for more hands during history class.” Narrowing the aperture in this way gives us more leverage to cultivate discrete skills and perhaps track our growth in certain areas.

Talk with your supervisor about techniques you are working on in your classroom. Invite him or her to come observe you, telling them that you are trying something different today and would like their feedback. This is where you are simultaneously practicing the craft of teaching but also experimenting with the edges of your comfort zone.

You don’t have to be far into your tenure as a teacher to take another teacher under your wing. Oftentimes our pathway to mastery lies not in practicing in isolation, but in taking opportunities to coach and mentor other teachers. This doesn’t need to be formalized in any way. I have seen teachers only a few years into their careers come alongside new faculty to “show them the ropes.”

Creating a Culture of Apprenticeship

Observation, practice and experimentation should be encouraged amongst the faculty, and if you are an administrator there is much that can be done to plan training around the apprenticeship model. Here are a couple of ideas that I have implemented at various times and hope to build on in the future.

First, the most impactful thing you can do as an administrator is to observe your teachers. When I go into a classroom, I literally open a new Word document and simply type what I see and hear. I have told my teachers that I am here to learn and not to judge (a technique I learned from Jason). I need to be able to see what is happening in the classroom to understand the “teacher personality” of the teacher. I am often surprised to hear the teacher’s voice while teaching, which can be quite different than their voice when interacting one on one. I need to see how the students are behaving. I look at the décor and the arrangement of the furniture. I catch the major transitions and subtle looks between the two students in the corner. Untied shoes, untucked t-shirts, but also kind words, helpfulness and genuine thoughtfulness all get noted. I try to spend fifteen to thirty minutes in the classroom, which is quite a lot of time. Before I leave, I send a copy of my notes to the teacher. I include items of feedback and advice in and amongst the notes. I send my notes without expecting any reply, but sometimes I will get a good interaction going. Sometimes I will ask the teacher to interact with the notes during our next one-on-one meeting. The big idea here is that observation with feedback supports the teacher as he or she strives towards excellence in their craft.

Second, do what you can to enable teachers to observe one another. This is professional development gold! You yourself might need to sub or to hire subs to make this happen. At my previous school I devoted a week to peer observation, scheduling peer observations like a round robin tournament. Some preliminary planning sought to identify individuals that might have a technique or practice that would benefit another teacher. Some of the pairings were simply serendipitous. What I found was that peer observation injected a potent shot of energy into our work as teachers. Conversations around teaching practices lasted weeks after the peer observations. What’s more, it significantly boosted the culture of mutual learning I had wanted to implement for years. Why had I not attempted this peer observation things sooner?

Finally, my most recent experiment involves short practice lessons in small groups of teachers. By teaching other colleagues in a compressed format, we get outside the daily routines with the students and get highly valuable feedback from our peers. The format I used was to have groups of four teach lessons in five to seven minutes (which means it has to be short and to the point, likely a portion of a lesson), and then for three to five minutes the other teachers provide feedback (similar to my observation model above). Each teacher gets roughly ten minutes in the “hot seat” and then at the end we all discuss some of our big takeaways. It’s a fifty to sixty minute exercise that gets us into the mode of deliberate practice with one another. It also provides an opportunity for experimentation, the third mode of apprenticeship.

Hopefully this short interaction with Robert Greene’s book Mastery has stimulated your thinking about how an apprenticeship approach can impact your classroom or school. As I’ve reflected on this book, I find myself viewing my vocation as simultaneously one of an apprentice moving toward mastery and a master coaching apprentices. If this idea of apprenticeship has sparked your imagination, I would like to direct you to a resource created by my colleague, Jason Barney – the apprenticeship lesson plan. In this free resource, you will discover ways in which you shape your lessons around coaching and apprenticeship derived from Comenius’ method of teaching.

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My claim is that in order to achieve lasting flow, one must achieve an appropriate level of intensity. The first aspect of this claim to elaborate is the concept of intensity. Intensity as I will be using it here occurs at the intersection of motivation and practice. It is only when students approach their work with intensity that they will achieve lasting flow.

The Winter Olympics recently concluded. The requirements for a sport to qualify for the winter games is that the sport occur on either ice or snow. That in and of itself sets the Winter Olympics apart from other sporting events. Consider the amount of practice athletes must accumulate in adverse conditions to become world-class competitors. After watching numerous interviews with athletes across many sports, a consistent picture emerged. These athletes were highly motivated, but also genuinely loved their sport. A twin pairing crystalized in my mind: motivation and love of the sport go hand in hand. Not everyone will be as highly motivated to put in long hours on the ice or snowy slopes, but perhaps there are other areas where any one of us might find the spark of motivation, and that spark most often consists in something that stirs our hearts.

Motivation

When we think about examples of motivation, we most often picture athletes. Whether it be the athletes of the Winter Olympics or some other sport, success stories are often the result of high levels of motivation. In her book Mindset, Carol Dweck highlights examples such as Michael Jordan and Tiger Woods to demonstrate how individuals “took charge of the processes that bring success – and that maintain it” (101). Athletes like this work hard every day to improve some aspect of their performance. Dweck quotes Tiger Woods as saying, “I love working on shots, carving them this way and that, and proving to myself that I can hit a certain shot on command” (102). This love of practice kept him returning day after day no matter the conditions outside.

Motivation comes in two flavors. Goeff Colvin, in Talent is Overrated, writes “The central question about motivation to achieve great performance is whether it’s intrinsic or extrinsic” (206). Extrinsic motivation is connected to external rewards such as stickers, candy or prizes, whereas intrinsic motivation is connected to the perceived value of the sport or academic subject. Notice the work “love” in the Tiger Woods quote above. Even though he has won a vast array of golf tournaments, he found intrinsic value in practicing the shots themselves. This occurs not only for athletes, but musicians, artists and mathematicians can be found who express this same kind of passion not simply for accolades or awards, but because there is a perceptual value in the subject.

An essential component of finding flow is connecting students to intrinsic motivation. In his 2018 research paper, Jeff Irvine was “struck by the dominance of intrinsic over extrinsic in many theories related to motivation” (12). He goes on to comment:

“This is even more striking considering the dominance of extrinsic rewards in current education systems. Motivational theories emphasize the intrinsic dimension where research has shown important gains can be made in positively impacting student motivation. A significant body of evidence suggests that motivation has a major role in student achievement.”

Jeff Irvine, “A Framework for Comparing Theories Related to Motivation in Education,” Research in Higher Education Journal 35 (2018): 12.

To put it another way, carrots and sticks do not provide lasting motivation, we cannot reward or punish a student toward achievement in language learning, mathematics or writing mechanics. A more fruitful pursuit would be found by highlighting the value inherent in a language, in numeracy or in written communication. Connecting students to intrinsic value has much more durative impact that rewards or punishments.

A more recent study of musicians found a link between grit, growth mindset and flow. Their findings are fascinating. Musicians who found intrinsic value in music were more motivated to engage in daily practice, which led to increased skill, which led to a deeper love of music, which reinforced daily practice, and the cycle goes on and on. The authors found that musicians experienced flow as a result of long-term engagement with music through daily practice. They write:

“In the full model, music performance anxiety and daily practice hours are the only significant predictors for dispositional flow in this sample of musicians, suggesting that the strongest predictors for musicians’ flow experience are how you feel while playing music and how often you engage in it” (6)

Jasmine Tan, Kelly Yap, and Joydeep Bhattacharya, “What Does it Take to Flow? Investigating Links Between Grit, Growth Mindset, and Flow in Musicians,” Music & Science 4 (2021): 6.

Musicians who connect to the positive feelings that music provides through regular, daily practice deepen their experience of the flow state.

But notice how anxiety can inhibit flow. Fear of performance can lock up a musician, creating a negative feedback loop. Anxiety lessens intrinsic interest in music, and leads to diminished practicing resulting in little to no experience of flow. In a study of rock climbers, this concept of anxiety was noted to reduce attention and focus (55). However, stress and anxiety are constituent aspects of life. So we cannot completely eliminate stress and anxiety. Instead, high performers learn how to cope with anxiety. The authors of the rock climbing study write, citing other literature:

“Stress is an unavoidable and potentially positive aspect of life (McGonigal, 2015). A person’s approach to stressful situations (climbing or otherwise) may predict his or her success at negotiating the challenge. The ability of a person to engage cognitive inhibitors and set-shift (Derakshan & Eysenck, 2009), invoking specific mental capacities during specific events, may enhance performance and resilience in many challenging life domains.”

Andrew Bailey, Allison Hughes, Kennedy Bullock, and Gabriel Hill, “A Climber’s Mentality: EEG analysis of climbers in action,” Journal of Outdoor Recreation, Education, and Leadership 11, no. 1 (2019): 64

Notice how stress can be embraced as a positive aspect of life. Top athletes learn to identify pre-match nervousness as the body’s preparation for action. As opposed to allowing stress and anxiety to shut them down, they accept the stress as an aspect of high performance. This mental work take practice and coaching to transform something potentially debilitating for inexperienced learners into something that can enhance performance.

One immediate take away from this examination of motivation is both the nature and locus of motivation. First, motivation is about the intrinsic value of the activity or subject at hand. Our chief goal as educators is not to throw a bunch of external motivators at the students, whether those be rewards or punishments. Instead, we ourselves need to identify the intrinsic value in the activity or subject with the aim of guiding our students toward that sense of value. Even so, we need to be open to students finding their own sense of value in a given activity or subject quite apart from our own. This leads to the second take away, the locus of motivation has to be the student. It is counterproductive for us as teachers to whip up a frenzy of motivation only for the students not to catch the bug themselves. Now there is definitely a role for us to play as motivators, but for long-term flow to be achieved, students need to take on board their own sense of motivation.

Practice

The first component of intensity is motivation. One’s level of intensity corresponds in some measure to the intrinsic value one places in an activity or subject. The second component of intensity comes down to practice. Here we’ll talk about two kinds of practice that promote intensity: deliberate practice and retrieval practice.

I remember my first violin teacher had a bumper sticker on her violin case that said “practice makes perfect.” Well, that’s not entirely the case. Perhaps better would be “practice makes better.” And it’s really not just practice, it’s practice of a certain kind. I could mechanically play through a piece and never really improve. What I learned over time as a music student is that focused practice on the problem spots is where real improvement occurs. You never really play through the whole piece in one sitting, you stop constantly to rework a section, get the finger right, repeat and come back to it.

The focused, intentional type of practice is what we call deliberate practice. Anders Ericsson put forward a framework in his 1993 article which posits that expert performance is achieved through effort directed towards improvement, even when the effort is not enjoyable (see K. Anders Ericsson, Ralf T. Krampe, and Clemens Tesch-Römer, “The Role of Deliberate Practice in the Acquisition of Expert Performance,” Psychological Review 100 (1993): 363-406). This is the article that gave us the 10,000-hour rule, later popularized in Malcolm Gladwell’s book Outliers. Angela Duckworth, though, explains that the 10,000-hour rule is not about accumulating lots and lots of hours on task, instead we should think of it as a factor of the quality of time we spend practicing. And yet, individuals who commit to long hours of arduous effort seeking to improve a skill eventually experience the state of ecstatic immersion that Csikszentmihalyi terms flow. In her book Grit, Duckworth writes, “I’ve come to the following conclusion: Gritty people do more deliberate practice and experience more flow” (131). Duckworth’s point is that even though deliberate practice takes perseverance or grit, as she calls it, there is a payoff in the form of higher levels of performance and enjoyment.

Ericsson summarized the state of research on deliberate practice in a 2008 article:

“Based on a review of research on skill acquisition, we identified a set of conditions where practice had been uniformly associated with improved performance. Significant improvements in performance were realized when individuals were 1) given a task with a well-defined goal, 2) motivated to improve, 3) provided with feedback, and 4) provided with ample opportunities for repetition and gradual refinements of their performance. Deliberate efforts to improve one’s performance beyond its current level demands full concentration and often requires problem-solving and better methods of performing the tasks.”

K. Anders Ericsson, “Deliberate Practice and Acquisition of Expert Performance: A General Overview,” Academic Emergency Medicine 15 (2008): 991

Not the role motivation plays in Ericsson’s model. In addition, clearly defining goals and providing feedback are essential to deliberate practice. We will explore the fourth point in detail in a moment. But for now it is worthwhile to emphasize the word “deliberate” here. To do something deliberately is to do so with purpose or intent. Moving students away from rote or empty practice to practice that engages their understanding of the “why” of the exercise is essential to growth.

In an earlier article on deliberate practice, I used the analogy of weightlifting. In order to achieve hypertrophy, or muscle growth, weightlifters talk about making a mind-muscle connection. This has become an area of growing research (see J. Calatayud, J. Vinstrup, M. D. Jakobsen, et al. “Importance of Mind-muscle Connection during Progressive Resistance Training,” Eur J Appl Physiol 116 (2016): 527-533 and the extensive bibliography therein). For our purposes, the mind-muscle connection pertains to productive, effortful learning. Enabling our students to connect their intentional mind with their learning mind, in a manner of speaking, is a meta-cognitive goal we should strive for in our classrooms.

The second type of practice essential to achieving the kind of intensity that enables flow is retrieval practice. The book Make It Stick breaks retrieval practice into three components. First, there is spaced practice, or the spreading out of practice over time. “The increased effort required to retrieve the learning after a little forgetting has the effect of retriggering consolidation, further strengthening memory” (49). It is better to allow a “little forgetting” to set in rather than massing practice in one session. It gives the feeling that learning has occurred, but the knowledge was simply placed into short-term memory.

Second, there is interleaved practice, or the randomization of skillsets such that the learner moves from skill to skill or subject to subject. This breaks up learning sessions. This process feels slow and can be confusing to students at first. However, it promotes long-term retention (50). So instead of grouping all addition problems followed by all subtraction problems, you would randomize the set so that you do a few addition then a few subtraction, and go back and forth.

Closely related to this is varied practice or mixing together different skillsets or subjects. Varied practice or variable training is more challenging than massed practice because it utilizes more centers in the brain, which leads to more cognitive flexibility (51-52). Consider a humanities class that reads short sections of literature alongside a philosophy book, with a smattering of poetry and scripture thrown in. Mixing subjects in this way highlights the uniqueness of the concept, forcing the learner to make associations drawing upon different parts of the brain.

Practical Steps

Getting students to a state of flow requires an accumulation of skill as well as a sufficient level of challenge. So it will not be every day that a flow state is achieved. However there are some practical steps you can take that will set your class on the path toward flow. Here are a few items to consider.

First, inspire your students early and often. Intrinsic motivation is such a key component that we should be demonstrating regularly the magnificence and wonder of the subjects we teach. You can do this by drawing upon your own sense of the intrinsic value of the concepts and ideas you are teaching. You can also have your students share what they find valuable or interesting or surprising.

Second, on the analogy of the weightlifters who prime their workouts by making a mind-muscle connection, we need to help our students prime their minds for the intensity of deliberate and retrieval practice. Because this kind of practice takes energy and intentionality, students cannot simply be given sets of exercises without proper priming. Here are a couple of suggestions to prime students for high performance. Use students’ imagination to visualize high performance. For instance, before beginning practice problems in mathematics, you could ask students, “How would a mathematician think about this problem?” This kind of imaginative priming has them take on the character of a high performer in math.

Another strategy to prime students for mental intensity is through nostalgic recollection, or remembering previous high performance. Whereas the previous strategy visualizes future high performance, this exercise primes students for mental intensity by recalling some previous experience they had of high performance. Taking mathematics as the example again, a student can draw upon any memory of high performance – in a sport, musical instrument or other academic subject – to get into the mindset of active engagement with their work.

Third, we need to place before our students what has been called “worthy work.” If in retrieval practice we are turning away from massed practice, in worthy work, we are turning away from empty repetition. Charlotte Mason describes the depths and heights of what we are striving toward:

“What we desire is the still progress of growth that comes of root striking downwards and fruit urging upwards. And this progress in character and conduct is not attained through conditions of environment or influence but only through the growth of ideas, received with conscious intellectual effort.”

Charlotte Mason, Towards a Philosophy of Education, 297.

If we are placing in front of our students materials that have proper depth to them or reveal the heights of the heavens, the “conscious intellectual effort” becomes the fitting disposition of the student. If the work is worthy, there is so much more scope to find intrinsic motivation.

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