In this series on Slow Productivity in School, we’ve been exploring the paradox of festina lente (“hasten slowly”). When it comes to the work of learning, sometimes you must go slow to go fast. Or, perhaps more accurately, you must slow down to be truly productive. Taking our cues from Cal Newport’s Slow Productivity: The Lost Art of Accomplishment without Burnout, we are applying his three principles for slow productivity to our teaching practices in classical Christian schools (1. Do Fewer Things, 2. Work at a Natural Pace, 3. Obsess Over Quality). 

After first diagnosing the problem of pseudo-productivity in modern schools, analogous to the hustle culture of modern work environments, we then explored the well-known Latin phrase multum non multa (“much not many things”) under the principle of doing fewer things. The key takeaway is that rather than cutting down on “subjects” to the bare essentials, this principle really applies best to the number and quality of “assignments.” Students in our classical Christian schools can read and study widely without suffering through busywork. Second, we explored the need to work at a natural pace as an explanation of how we can recover school as scholé or leisure. The point is that there are rhythms to ideal learning and racing through worksheets and covering pages of textbooks like the wind isn’t necessarily the best for deep understanding and long term retention.

In this final article, we’re focusing on the principle that we might call the main goal of it all: “Obsess over quality.”  In a way, doing fewer things and working at a natural pace are pointless if they don’t lead to an increased focus on quality. At the beginning we set out the idea that what really lurks behind the phrase multum non multa is a prioritization of depth over breadth and quality over quantity. Slowness is not an end in itself but is meant to serve the real or genuine productivity. Newport describes this final principle of obsessing over quality this way:

“Obsess over the quality of what you produce, even if this means missing opportunities in the short term. Leverage the value of these results to gain more and more freedom in your efforts over the long term” (173). 

For those of us who work in classical Christian schools, as I have argued elsewhere (see Rethinking the Purpose of Education), the true purpose of our educational efforts should be the cultivation of moral, spiritual, and intellectual virtues in our students. If that is the case, then haste can be the enemy of progress. Instead, as master craftsmen, we teachers and educators need to take the necessary time to cultivate mastery in our students. Slipshod, shoddy work, rushed through quickly, without attention to the details and to a host of minor improvements necessary for quality do not “move the needle.” 

There is a real mental shift that must occur here for many of us. We have had the rat-race of school so ingrained in our psyche, that we feel like we are wasting time if we’re not completing a worksheet or a powerpoint buzzer quiz every 20 min. Our media-saturated world too has reduced our attention span and given us ADD for the type of focused effort that actually forges increased quality.

Another culprit to our busyness of attitude is the knowledge-transfer vision of education, as opposed to the traditional liberal arts approach. We tend to envision the main part of education as a process of information download, rather than students developing mastery in handling certain well-worn tools. When we view K-12 education instead through the lens of helping students hone their artistry in the liberal arts, then we will focus more on the students producing high quality interpretations, arguments, and persuasive compositions. 

Students would then develop an artist’s eye for quality and mastery in the creative productions of the liberal arts, including of course in math and science. This focus then multiplies labor by making their own independent reading and thinking that much more effective. They are then able to hasten along the path of lifelong learning with ease, because the way has been smoothed for them by mastering the fundamental skills.

What does this all mean practically for teachers working with students in the classroom? In her book Home Education, Charlotte Mason proposed the habit of perfect execution as a major guiding vision for training young children. She explained,

‘Throw perfection into all you do’ is a counsel upon which a family may be brought up with great advantage. We English, as a nation, think too much of persons, and too little of things, work, execution. Our children are allowed to make their figures or their letters, their stitches, their dolls’ clothes, their small carpentry, anyhow, with the notion that they will do better by-and-by. Other nations–the Germans and the French, for instance–look at the question philosophically, and know that if children get the habit of turning out imperfect work, the men and women will undoubtedly keep that habit up. I remember being delighted with the work of a class of about forty children, of six and seven, in an elementary school at Heidelberg. They were doing a writing lesson, accompanied by a good deal of oral teaching from a master, who wrote each word on the blackboard. By-and-by the slates were shown, and I did not observe one faulty or irregular letter on the whole forty slates. (110-111)

If what Mason says was true of Victorian England, how much more would she note “the Habit of turning out Imperfect Work” in 21st century America. Her example demonstrates that this feature is to a large extent cultural, and may have to do with our Rousseauian focus on children’s “personality” and “developmental readiness.” Our teachers may make excuses for failing to hold out the standard for careful execution of work based on how large the class is (“I simply can’t get around to all sixteen students!”), but this German class of forty puts us to shame.

To be fair, Mason does have a category for setting the bar too high for students. It is possible to obsess over the wrong details or expect a type of detailed quality that is not yet attainable by a young novice. Mason explains, 

No work should be given to a child that he cannot execute perfectly, and then perfection should be required from him as a matter of course. For instance, he is set to do a copy of strokes, and is allowed to show a slateful at all sorts of slopes and all sorts of intervals; his moral sense is vitiated, his eye is injured. Set him six strokes to copy; let him, not bring a slateful, but six perfect strokes, at regular distances and at regular slopes. If he produces a faulty pair, get him to point out the fault, and persevere until he has produced his task; if he does not do it to-day, let him go on to-morrow and the next day, and when the six perfect strokes appear, let it be an occasion of triumph. So with the little tasks of painting, drawing or construction he sets himself–let everything he does be well done. An unsteady house of cards is a thing to be ashamed of. (111)

It can be seen from this that Mason endorses explicitly the principles of doing fewer things at a natural pace, in order to enable an obsession over quality. Clearly she wants students to internalize the mindset of mastery from an early age. 

It’s important to clarify that this is not the sort of perfectionism that expects to never make mistakes in the first place. She is endorsing rather the type of growth mindset that believes that every child can produce high quality and accurate work, if they are given the time and held accountable for doing so. This mindset actually functions to empower the student and enable progress. Filling a slate with incorrect strokes does not improve a student’s handwriting, but tends to solidify bad habits. As my gymnastics coach drill in to us when we were young, “Practice does not make perfect. Practice makes permanent. Perfect practice makes perfect.” 

This paradoxical focus on perfection by actively attending to and correcting mistakes is characteristic of what Daniel Coyle calls deep practice. As he explains, “struggling in certain targeted ways–operating at the edges of your ability, where you make mistakes–makes you smarter. Or to put it a slightly different way, experiences where you’re forced to slow down, make errors, and correct them–as you would if you were walking up an ice-covered hill, slipping and stumbling as you go–end up making you swift and graceful without you realizing it” (The Talent Code, 18). This provides a helpful counter to a misunderstanding of Mason’s insistence that “no work should be given to a child that he cannot execute perfectly,” which might lead us to ease the way too much and avoid appropriate challenges. We have to read in to her version of “cannot” a much stronger belief in the capability of children than we tend to have.

The practical applications of this habit of perfect execution and obsession over quality are endless and as varied as the nature of the many subjects and arts that we teach. So, instead it might be more helpful to open out our gaze again to all three principles, and provide a series of practical applications to the classroom that fuse a holistic vision for slow productivity in school through 1) doing fewer things, 2) working at a natural pace, and 3) obsessing over quality.

Practical Applications of Slow Productivity in School

First, emphasize deep engagement with material over superficial coverage. This will involve a reduced workload, time for contemplation, and the ability to marinate in the knowledge and skills they are gaining.

• Reduced Workload: Instead of assigning a vast quantity of assignments to complete, or having students race through reading the textbook at home, teachers should prioritize fewer, more substantial readings, projects, and discussions. This reduced workload will allow students to delve more deeply into the material rather than skimming or memorizing for tests.
• Time for Contemplation and Reflection: Working at a natural pace means allowing sufficient time for students to truly wrestle with ideas, formulate their own thoughts, and engage in meaningful discussions, rather than rushing from one topic to the next. This leisurely approach coheres with the movement’s emphasis on school as scholé or leisure and the necessary slowness for true contemplation. The time spent discussing and thinking through ideas, even if it includes some rabbit-trails and dead-ends will be time well spent for students making these ideas their own.
• Marinating in Knowledge: Learning isn’t always linear, but has its natural ups and downs, periods of lying fallow and moments for break-throughs. A natural pace acknowledges that some concepts require time to “marinate” in the mind. Teachers should schedule in times of review and moments to pause and revisit challenging texts or ideas over time, allowing for deeper understanding to develop organically.

Second, in agreement with a mastery mindset focus on artistry, teachers should encourage Deep Practice with a focus on correcting mistakes to develop mastery. This will involve favoring perfect execution over speed, process-oriented learning, and slow reading with commonplacing.

• Perfect Execution Over Speed: Instead of rewarding quick completion, focus on mastery of skills and concepts. This might mean allowing students to re-do assignments until they achieve a certain level of understanding, or providing ample practice opportunities without the pressure of a ticking clock. It’s important to remember that education is a not a one-size-fits all: one student may need to repeat the same assignment until it is correct, while other students have gone on to the next. A misplaced emphasis on “fairness” can get in the way of the real goal of coaching each student to mastery.
• Process-Oriented Learning: Emphasize the learning process itself, including research, careful thinking, revision, and refinement, rather than just the final product. Ironically, this aligns with the “obsess over quality” principle. It’s not that the end destination doesn’t matter, but when we let students focus on just getting an assignment done, rather than getting it right, quality gets lost. When we’re willing to linger in the details with a student, then the genuine questions and focus on accuracy make the whole experience that much more meaningful to student and teacher alike.
• Slow Reading and Commonplacing: Encourage students to engage in “slow reading” of classic texts, marking up pages (when possible), asking questions, copying out quotations into a Commonplace Notebook, and truly grappling with the author’s arguments and literary artistry, rather than speed-reading for information. This is where the rubber meets the road in terms of how many Great Books you’re actually trying to get through in that course. At the same time, it’s important to remember that it is possible to go too slow, and so every delay should be qualitatively meaningful. Festina lente (“hasten slowly”) can help the teacher navigate this dance.

Third, we should protect unscheduled time for intellectual play and the pursuit of meaningful interests. There is something to be said for us trying to accomplish too much in school and that backfiring, as students become overly dependent on the structure of school for their ongoing learning. This will look like preserving time for independent exploration both at school and at home and reducing the homework burden by prioritizing the completion of quality work at school:

• Time for Independent Exploration: A natural pace includes periods of less structured time for students. Students need unscheduled time for independent reading, creative pursuits, exploring ideas that pique their interest, and simply thinking without a specific assignment. The idea that “Every minute matters” (popularized by Doug Lemov in Teach Like a Champion) is not without merits, but it depends on the culture into which it is speaking. In low-achieving communities it might bring helpful discipline, but in suburbia with our overscheduled, oversaturated lives, this approach can make children high-strung. Teachers shouldn’t feel the need to cram every minute of every school day but should embrace a proper sense of leisure. This will help to foster the type of genuine curiosity and intellectual growth in students that is not solely dependent on the teacher.
• Reduced Homework Burden: A slow productivity approach means that we should re-evaluate our homework policies and aim for fewer, more meaningful assignments that take a longer time to complete. Our goal should be to reinforce learning rather than simply creating busywork. Also, many of the challenging assignments that we would give them, like writing assignments, should be started in class with the teacher walking around to assist, double check for errors in spelling, punctuation, proper formation of cursive letters, etc. Even in the upper grades a return to this sort of artistic writing process under the guidance of a teacher can help avoid issues with plagiarism and AI-dependence that are only becoming more and more prevalent in our age.

Finally, a focus on slow productivity in school should foster a culture of patient endurance rather than an obsession with a quick fix and short-term results. This will look like embracing the long-term vision of classical education, recognizing that some of the best growth in students occurs over the course of years rather than months, and therefore fostering resilience and grit in students and parents alike:

• Long-Term Vision: Classical education plays out as a long game, building a strong foundation over many years. A natural pace reinforces the idea that significant intellectual growth is a marathon, not a sprint. Slow productivity sees the results of genuine accomplishment over the course of the whole K-12 sequence, rather than week, month or quarter of the school year. This long-term vision helps us sit patiently in the here and now and focus on mastery of the basics in a given area where a student struggles, rather than giving up or opting out.
• Resilience and Grit: By allowing for a natural pace, students learn that challenges take time to overcome and that persistence, not frantic effort, leads to genuine accomplishment. The insistence on facing our mistakes and learning from them, rather than fleeing to easier tasks, develops a resilient attitude that will serve them well for life. Ultimately, a slow productivity mindset makes kids gritty, while also giving them adequate recovery time to maintain the long trek of their education.

I hope you enjoyed the Slow Productivity in School series. I’m planning a webinar and consulting pathway to follow up on these ideas and help your teachers apply multum non multa, festina lente and the habit of perfect execution or coaching in deep practice in your school.

The post Slow Productivity in School: Part 4, Obsess Over Quality appeared first on .

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.

The post How to Teach Grit and the Growth Mindset appeared first on .

For example, a teacher responsible for teaching The Great Gatsby must consider how the book will be taught, what she will focus on, and how she intends for students to develop and grow through the study. Each day, she walks into a room full of students in need of direction for approaching the text. This requires leadership.

In modern educational circles, we often speak, not of leadership, but of “classroom management.” Unfortunately, this phrase is embedded with faulty assumptions about who students are, what the purpose of learning is, and how we are to manage them toward some desirable end. As a result, classroom management techniques are problematic in two key ways.

First, classroom management techniques are often behavioristic. In other words, they seek to address the behavior of students through systems of external rewards and consequences, rather than aiming to form the whole person of the child, especially the heart. Strategies are deployed to artificially motivate behaviors of respect, obedience, service, and even kindness in a way disconnected from the child’s internal moral development. Is this child growing in a love and understanding of the idea of respect for authority? How is the child becoming more servant-hearted in her disposition? These questions are not usually asked in typical classroom management conversations.

Second, classroom management techniques are often task-oriented rather than people-oriented. This makes sense since the phrase emerged during the post-industrial revolution in which the effective and efficient completion of tasks was prized above all else. Now, at its best, modern business management theory is people-oriented, but most managers too easily slip into the mindset of “How do I get this employee to perform this task?” rather than “How do I lead this employee on a path toward growth and increasing expertise?” The latter focuses on the development of the talent and skill of people, not simply whether they are hitting the deadlines. 

To equip teachers to grow as true leaders of their students, in this article I will recommend three recently published leadership books that contain relevant ideas for classroom leadership. These resources will help teachers see their true leadership role and therefore embrace the responsibility for them to invest deeply in the lives of their students. While teachers will need to push through some of the business-focused examples of these resources, the underlying ideas are both relevant and applicable for classroom leadership today.

Multipliers by Liz Wiseman 

The first book I want to recommend is Multipliers (HarperCollins, 2017) by researcher Liz Wiseman. In this book, Wiseman sets out to show how leaders can make people under their supervision smarter, rather than targeting mere compliance. Early on, she differentiates between two managers, the Genius Maker and the Genius (9). The genius maker grows people’s intelligence by “extracting the smarts and maximum effort from each member on the team.” This type of leader talks only about 10% of the time, thereby making space for others to grow through active participation in coming up with solutions to a problem. 

In contrast, the genius is self-oriented. He is smart and successful, and everyone in the room knows who has the best ideas. He may facilitate “conversations” but soon these turn into opportunities for him to share his correct views with others. After all, he is the genius. Why not just listen to him? The result is that people do not have the permission to think for themselves or the legitimate responsibility to make decisions. It all goes back to what the genius thinks is right. 

For Wiseman, the genius maker is a multiplier of of intelligence while the genius is actually a diminisher. At heart, multipliers “invoke each person’s unique intelligence and create an atmosphere of genius–innovation, productive effort, and collective intelligence” (10). The upshot is that these leaders not only access people’s current capability, they stretch it. People actually report getting smarter under the supervision of multipliers. The fundamental assumption of a multiplier is “People are smart and will figure this out” whereas the assumption of the diminisher is “They will never figure this out without me” (20). 

Teachers can become multipliers of intelligence in their classrooms by resisting the urge to be the residential genius. Although they are older, smarter, and more experienced, these assets can be leveraged to empower their students toward growing their own abilities, rather than making it all about the teacher.

Diagnostic Questions for Teachers:

• Do you empower students in your classroom to make major contributions to class culture, discussions, learning, and skill demonstration? 
• Is there room in your classroom for students to make mistakes as you stretch them to attempt difficult assignments?
• Do you ask your students to explain complex concepts to their peers rather than yourself?
• Does your approach to grading grow student intellectual confidence or does it foster dependence on your own intelligence?

Boundaries for Leaders by Dr. Henry Cloud

Boundaries for Leaders (HarperCollins, 2013) is written by clinical psychologist Dr. Henry Cloud, an author recognized for his work on cultivating healthy relationships. In Chapter 1, he writes, “This book is about what leaders need to do in order for people to accomplish a vision” (2). The key word here for Cloud is people. He will go on to argue that people perform their best work in healthy work cultures that take into consideration the psychological well-being of both employer and employee. By setting good boundaries in place and leading in a way that people’s brains can follow, Cloud contends, good results will come. 

Cloud writes that boundaries are made up of two things: what you create and what you allow (15). A boundary is a property line, marking out who is responsible and for what. When someone is given real ownership of something, anything that happens under their supervision only happens because they created it or allowed it. 

In top-performing classrooms, teachers teach in a way that makes it possible for their students’ brains to function as they were designed (25). This happens through setting good boundaries. Cloud writes, “Show me a person, team, or a company that gets results, and I will show you the leadership boundaries that make it possible” (26).

As a psychologist, the author is aware of how the human brain works and what leaders can do to maximize brain health and productivity. In turn, teachers can use these insights as they seek to pass on knowledge, skills, and virtues to their students.

For example, it is helpful for a teacher to understand that the brain relies on three essential properties to achieve a particular task, be it the following of a classroom procedure or the completion of an assignment:

1. Attention: the ability to focus on relevant stimuli, and block out what is not relevant (“Do this”)
2. Inhibition: the ability to “not do” certain actions that could be distracting, irrelevant, or eve destructive (“Don’t do this”)
3. Working Memory: the ability to retain and access relevant information for reasoning, decision-making, and taking future actions (“Remember and build on this relevant information”)

As teachers design their lessons and think through what they want their students to accomplish for the day, it is beneficial to think through these three neurological elements for the completion of a task. When we ignore one or more of these elements, we risk short-circuiting our students optimal use of the way God designed their brains.

Diagnostic Questions for Teachers:

• What student behaviors in your classroom have you created or allowed?
• How do your lessons promote student attention on what is most important for the curricular objective?
• What procedures and expectations have you established and maintained to ensure that what is not important or destructive is not allowed in?
• How are you building your students’ working memory of key information to help them complete assignments with greater success? 

The Motive by Patrick Lencioni 

The Motive (Wiley, 2020), written especially for CEOs, explores the underlying motivation of a good leader. Author Patrick Lencioni, well-known for his book Five Dysfunctions of a Team, illustrates through a leadership parable that one’s motivation for leading will dictate what one prioritizes and how he or she spends her time.

In the parable, two types of leadership motivation are at play (135). Reward-centered leadership rests on the fundamental assumption that the leader, having been selected for the role, has arrived and therefore possesses the freedom to design her job around what she most enjoys. It is the belief that the leader’s work should be pleasant and enjoyable because the leadership position is the reward. She therefore has the freedom to avoid mundane, unpleasant, or uncomfortable work if she so pleases, which she does.

In contrast, responsibility-centered leadership assumes that leadership is all about responsibility and service. It is the belief that being a leader is responsible; therefore, the experience of leading should be difficult and challenging (though certainly not without elements of gratification). 

To be clear, Lencioni writes that no leader perfectly embodies one form of motivation or the other. But one of these motives will be predominant and leaders need to be self-aware of what drives them. Reward-centered leaders often resist and avoid doing the difficult things that only they can do for the team they are leading. As a result, the whole organization suffers.

When it comes to leading a classroom, there are all sorts of things that a teacher would prefer not to do: address difficult student behavior, call a parent with bad news to share, have “family talks” with the whole class about negative classroom culture issues, or give a low grade on an assignment. But to be the best leaders they can, teachers need to lean into these responsibilities and thereby discharge their role teacher well.

Diagnostic Questions for Teachers

• What is your motivation for becoming a teacher?
• What are the 3-5 things you can do for your class that no one else can do? 
• How are you caring for your class culture, especially rooting out dysfunctional behavior and forming healthy interpersonal dynamics?
• What kind of feedback do you give your students on their behavior and work? 
• When was the last time you had a difficult conversation with a student in which you addressed unhealthy behavior?
• When was the last time you complained about a student’s or parent’s behavior? What steps do you need to take to address it?
• How often are you reminding your students of the big picture of their education, your particular curriculum, and the core values of your classroom?

Conclusion

Teachers are the leaders of their classrooms, responsible for casting vision for their students, supporting them in their work, and cultivating healthy classroom cultures. Rather than deploying classroom management techniques which can be overly behavioristic and task-oriented, teachers should embrace their role as leaders and focus on developing their people. By helping teachers become better leaders, we will see dynamic classrooms, better learning results, and, most importantly, thriving students.

The post 3 Leadership Books for Teachers appeared first on .

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.

The post Finding Flow through Effort: Intensity as the Key to Academic Success appeared first on .

For example, the habit of timeliness is indispensable for a life of ease. Imagine how difficult life is for the person who struggles with timeliness. He is constantly behind–missing meetings here, chasing deadlines there–and feels the constant pressure to keep up and keep calm despite the ever-present burden of the clock. On the contrary, imagine the person who has mastered timeliness. He is able to go about his day with an exceptional disposition of nonchalance. He effortlessly moves from task to task, allowing his habit of timeliness to pave the way for peaceful relationships and productive outcomes to emerge.

Charlotte Mason famously taught that the most effortful aspect of being a teacher is not the teaching itself. It is the habit training that goes on behind the scenes. If teachers equip students with good habits, then the lessons, provided they are of the right sort, will take care of themselves (Towards a Philosophy of Education, p. 99). Students will gain a newfound ability to focus, concentrate, follow instructions, and engage the ideas of the lesson with an exceptional degree of independence.

More recently, modern research has confirmed the fascinating neuroscience behind the formation of good habits. It has also confirmed that the formation of habits geared toward strengthening the will are the most reliable indicator for achievement. Modern researchers have given a name for this special bundle of will-power habits: Grit. 

In this article, I will explore how teachers can help foster grit in their students in the classroom through guidance from Charlotte Mason on habit training. The concept that comes closest to grit for the British educator is perfect, or thorough, execution. Perfect execution is the act of completing a task as well as one can within a reasonable amount of time. Cultivating this habit takes strategy and effort to be sure, but the reward is worth it. Over time, children develop habits of perseverance, responsibility, and care for one’s work, all leading to a unique strength of will: grit. 

What is Perfect Execution?

Have you ever wondered why some children write with remarkably elegant penmanship and others rush? Or why some children complete fitness exercises with perfect form all the way to completion while others struggle? 

While it is tempting to attribute these feats to natural talent or even gender differences, the truth is that both tasks were carried to completion through habits of perfect execution. By “perfect” I do not mean literally perfect, but the repeated act of aiming for perfection through giving a thorough effort each and every time. 

For children who complete tasks with thoroughness, two factors are at play: First, they care about their work. They have come to believe that the tasks they execute to some extent matter.

Second, they work with a resolved commitment to do their best. They do not settle for half-measures or shortcuts. They have the perseverance and fortitude to carry out a task to completion. This willpower did not appear over night. It came as the result of deliberate practice and usually, but not necessarily, the encouragement of a supportive mentor. 

Training the Habit of Perfect Execution

We tend to assume students will grow more proficient in a task over time simply through repetition. After all, we are told, practice makes perfect. What we fail to realize is that imperfect practice yields precisely that: imperfection. Admiring the German and French schools of her day, Charlotte Mason observes, “…if children get the habit of turning out imperfect work, the men and women will undoubtedly keep that habit up” (Home Education, p. 159).

To train the habit of perfect execution, Charlotte Mason taught that parents and teachers should hold high yet realistic expectations of children as they work. She writes, “No work should be given to a child that he cannot execute perfectly, and then perfection should be required from him as a matter of course” (Home Education, p. 159). The key to growing in perfect execution is to prioritize quality over quantity, and to expect and support the highest quality the child is capable of each and every time.

When it comes to teaching penmanship, for example, it is tempting to think that a great quantity of practice is the surest way to learn to form letters. But Charlotte Mason cautions that it not so much how many letters are written, but the quality of the letters:

For instance, he is set to do a copy of strokes, and is allowed to show a slateful at all sorts of slopes and all sorts of intervals; his moral sense is vitiated, his eye is injured. Set him six strokes to copy; let him, not bring a slateful, but six perfect strokes, at regular distances and at regular slopes. If he produces a faulty pair, get him to point out the fault, and persevere until he has produced his task; if he does not do it to-day, let him go on to-morrow and the next day, and when the six perfect strokes appear, let it be an occasion of triumph.

Home Education, p. 160

In the quotation above, Mason is clear to emphasize that perseverance and perfect execution matter most in habit formation. Likewise with other activities, teachers should always expect the child to give her very best: “So with the little tasks of painting, drawing, or construction he sets himself––let everything he does be well done. An unsteady house of cards is a thing to be ashamed of. Closely connected with this habit of ‘perfect work’ is that of finishing whatever is taken in hand. The child should rarely be allowed to set his hand to a new undertaking until the last is finished” (Home Education, p. 160).

So often in our modern world we feel the pressure to be efficient and useful. In a block of time, we would rather perform ten tasks poorly than one task exceptionally. But here we see the secret for setting up children for long-term flourishing. The solution is not to pile on hours of homework each night after a full day of school. It is not to assign endless loads of busy work to keep students occupied. It is to assist students in approaching each and every task with the discipline to do their very best. This is how we as educators train the habit of perfect execution.

The Power of Grit

In her New York Times bestseller Grit (Scribner, 2016), psychologist Angela Duckworth shares her findings on the power of grit to drive achievement. She defines grit as the unique combination of passion and perseverance, determination and direction (8). People with grit are resilient and hardworking, propelled by some deeply held belief. They are convinced that whatever they are doggedly pursuing matters.

Central to Duckworth’s research findings is the notion that in examining cases of achievement we tend to be distracted by talent. That is, when we encounter a person who has achieved great things, we often chalk it up to raw ability. While there is certainly something to be said for God-given strengths and abilities, too often we let  natural ability overshadow the dedicated work ethic an achiever cultivated to get there.

To reconcile natural talent and the power of grit, Duckworth argues that “effort counts twice” (35). Rather than drawing a direct line from talent to achievement, the psychologist suggests there is more to the equation. For achievement to occur there are two instances of calculus. First, the achiever invests effort into his or her natural talent to develop a particular skill. Then, the achiever builds on that skill through more effort to reach the level of exceptional achievement. Effort counts twice.

More Important than Grit

It is important to note here that grit in and of itself is not equivalent to character in the moral sense. It is possible to have a lot of grit, and therefore to be a high achiever, but to be a very bad person. In Duckworth’s own social science parlance she distinguishes between strengths of will, heart, and mind (273). Strength of will, or willpower, includes attributes like self-control, delayed gratification, grit, and the growth mindset. Strength of heart includes what we would classically describe as moral virtues: gratitude, honesty, empathy, and kindness. And strength of mind includes curiosity and creative thinking.

In a 2018 interview with the Association for Supervision and Curriculum Development, Duckworth acknowledges that strength of heart does not lead to the same levels of achievement as strength of will, but it is more important. She admits that she would rather her own daughters be good before they are great.

This is an important word for classical educators, including Charlotte Mason followers. All this talk about perfect execution, grit, and achievement can quickly get our minds churning about how we harness this power for, say, elevating standardized test results. We would do well to remember, as Duckworth does in her own secular way, that “while man looks at the outward appearance, God looks at the heart” (1 Samuel 16:7). At the end of the day, more than achievement, we will be judged not by what we accomplished, but how we lived.

Fostering Grit Through Habit Training

So how do we help our students become more gritty, not for the sake of worldly achievement, but for true human flourishing? A great place to start is by cultivating the habit of perfect execution in the classroom. Commit to having your students only work on tasks they can complete with excellence and then hold them to it. 

Briefly, here are three steps for cultivating this habit:

1. Clarify your expectations. 
2. Cast vision for the worthiness of the work. 
3. Support them throughout.

By clarifying your expectations, you are making it unmistakably clear what your students are to do and how they are to do it. They should have a good sense of “the final product” so they know what to aim for. And they should understand that process and format matters: the “how” is just as important as the “what.”

When you cast vision for the worthiness of the work, you are giving your students a picture of why this work matters. This is what Charlotte Mason would call “sowing the idea.” If they are working on a map of Asia, for example, you could emphasize the beauty and variety we observe across the globe. Highlight some unique cultural artifacts from the region to help them form a concrete relationship with it. In order for the habit of perfect execution to take, student care is a necessary precondition. High teacher expectations without student ownership and care devolves into micro-management all too quickly.

Once they begin their work, teachers must support students throughout the assignment. There is a reason why the habit of perfect execution is so rare. It is hard work! As humans, our wills often fail us and we take the path of least resistance. We need wise and supportive mentors around us to hold us to the standard we set out to meet. This is the indispensable work of the teacher, and as Charlotte Mason warned, it takes the most effort!

Conclusion

As classical educators, we seek to form humans holistically as virtuous young men and women. We believe that school is not reserved exclusively for the cognitive domain, but that there is work to be done in the moral and spiritual domains as well. Through helping students develop the habit of perfect execution, we are helping students forge wills of perseverance and grit. As we do so let us keep our motivations in check. It is not ultimately to propel our students to chase after worldly achievement or to elevate their will-power over others. It is to help them grow as workers in the field, reaping the harvest the Lord has prepared for His people, as we wait for His return. Habits of perfect execution and grit, I believe, can only aid them in this worthiest of work.

[Downlo

The post Fostering Grit Through Charlotte Mason’s Practice of Habit Training appeared first on .

The key to raising strong, independent young people, the authors argue, is not to shield boys and girls from these challenges, but instead to allow for situations in which these experiences occur. This strategic approach, of course, takes courage and discretion. When a child you love is facing a hardship that causes them emotional discomfort, the temptation to swoop in and save the day is hard to resist. But parents and teachers need to see the bigger picture: When challenges are embraced as opportunities for growth, they refine, sharpen, and mold young people to be strong and resilient.

In this blog, I want to reflect on how teachers can go about providing an education in resilience for their students. If you’re familiar with our writings here at EdRen you know that by “education” I don’t mean the mere transfer of information. I mean passing on a way of life. In this way, an education in resilience has intellectual implications, to be sure, but also moral, social, and spiritual. The result of such an education is not a person who has detached herself from the sorrows of the world, on the one hand, or become a victim of such hardships on the other. Instead, it is someone who acknowledges all the challenges and difficulty that life throws at her for what they are, while staying faithful to God’s call.

The Great Untruths

To begin my investigation into an education for resilience, I want to explore what the authors of The Coddling of the American Mind have to say about the contemporary problem of coddling America’s youth. Lukianoff, an attorney, and Haidt, a sociologist, introduce the topic of their book by identifying three “untruths” that are plaguing college campuses, and in turn, American culture today. While these untruths are most obvious in higher education, they invade the life of a student far before college, and live on long after. The authors write,

“The three Great Untruths have flowered on many college campuses today, but they have their roots in earlier education and childhood experiences, and they now extend from the campus into the corporate world and the public square, including national politics” (5).

Indeed, the coddling of a person through the perpetuation of these untruths occurs over a lifetime, even, and perhaps especially, in schools and classrooms across the country.

Untruth #1: What Doesn’t Kill You Makes You Weaker

The first is the untruth of fragility. This is the idea that what doesn’t kill you makes you weaker. In other words, the challenges and difficulties one faces are slowly chipping away at one’s shot at a happy, comfortable life. Parents who imbibe this truth are, to put it ironically, relentless in their efforts to shield their children from all setbacks and experiences of disappointment.

The resulting home culture of such parenting is “safetyism,” which the authors denounce:

“When children are raised in a culture of safetyism, which teaches them to stay ‘emotionally safe’ while protecting them from every imaginable danger, it may set up a feedback loop: kids become more fragile and less resilient, which signals to adults that they need more protection, which then makes them even more fragile and less resilient” (30).

The authors are apt to point out that what makes this untruth particularly insidious is that it perpetuates a vicious cycle. When a parent overprotects her child, the child grows more and more fragile, leading the parent to increasingly overprotect. To prevent such a home culture from developing, parents need to cultivate an atmosphere of support in their home that simultaneously permits the challenges of everyday life to impact their children as they normally would. British educator Charlotte Mason, whom we love to read here at EdRen, deems this ‘a natural home atmosphere.’ 

To illustrate her point, Mason cites the discoveries of a biologist making observations about a plant stored under glass. This plant may appear healthy and strong, but due to the insulating protection of the glass, its immune system atrophies over time. The biologist concludes his research, asking, “Is it not the shocks of adversity and not cotton wool protection that evolve true manhood?” (vol 6, p. 53).

We are doing no good for our students by shielding them from the challenges of everyday life. It is precisely these challenges that will make them stronger. Connecting this insight to education, Mason writes,

“But teaching may be so watered down and sweetened, teachers may be so suave and condescending, as to bring about a condition of intellectual feebleness and moral softness which it is not easy for a child to overcome” (53).

Teachers ‘condescend’ their students in a number of ways. For example, they might break up an argument prematurely if they sense it is getting heated for the sake of keeping the peace. Or they may feel the need to bathe a child in false praise if he is not doing well in a particular subject. As one final example, they may over-monitor recess time, eliminating the possibility for children to work out their conflicts themselves.

While it is tempting to intervene as the adult in order to protect the child from hardship, in reality, these are all great opportunities for educating in resilience. Through permitting with ‘masterly inactivity’ (as Charlotte Mason would put it) moments of temporary discomfort and conflict, teachers can stoke the embers of resilience in their students.

Untruth #2: Always Trust Your Feelings

The second great untruth of our age, suggest Lukianoff and Haidt, is emotional reasoning. This form of reasoning elevates our feelings to the role of ultimate guide of our interpretation of reality (38). In other words, if I am experiencing negative emotions about a particular situation, then the situation must necessarily be bad. I have no cognitive choice in the matter.

In American culture today, we are bombarded with the so-called wisdom to trust our feelings. No doubt, the core of this message is rooted in expressive individualism, the reigning cultural paradigm, which conceives of human identity in terms of the quest for personal happiness. If human identity and purpose finds its fulfillment in an emotional state, then our feelings are necessarily the ultimate litmus test.

The problem with purely emotional reasoning, of course, is that our feelings do not give us the full picture of reality. Nor they do provide infallible guidance for how to act or what to think. This isn’t their purpose. Emotions are intended to accompany people through the highs and lows of life, helping us experience reality in an appropriate and psychologically healthy way. But they aren’t intended to serve as the arbiters for the truth of a matter.

On this point, the stoic philosopher Epictetus writes, “What really frightens and dismays us is not external events themselves, but the way in which we think about them. It is not things that disturb us, but our interpretation of their significance” (Enchiridion, Epictetus & Lebell, p. 7). What Epictetus is pointing out here is that it is our frame of mind, not the actual situation, that triggers our emotions. Two people can respond very differently to the exact same situation because of how they approach it.

There are a couple ways we can help our students not fall into the trap of overtrusting their feelings. First, we should encourage them to believe the best in a given situation. This another way of saying we should train our students to positively interpret situations around them. While this may be difficult for some students (“I’m a natural pessimist”), like most behaviors, mindset is largely a matter of habit (download Patrick’s eBook on habit training here). Through training one’s students to respond positively in difficult situations, you are educating them in resilience. You are subtly teaching them that life, though challenging, is manageable. It won’t destroy them even if it feels in the moment like it will.

Second, we should train our students to always seek the truth of the matter. This is why courses in logic are so important in secondary school education. Students need to be equipped with the skills to discern truth from falsehood and logical from emotional appeals. They need to be able to interpret situations in context and consider all the different perspectives on complex issues. Through logical analysis and critical thinking, students can avoid the untruth of “Always trust your feelings.”

From a biblical perspective, when I think of a resilient mindset in difficult situations, I cannot help but recall the words of the apostle Paul. In Philippians 4, he writes “…I have learned the secret to being content in every situation.” And in 2 Corinthians 4, he writes, “We are afflicted in every way, but not crushed; perplexed, but not driven to despair, persecuted, but not forsaken; struck down, but not destroyed.” For a person like Paul, who is locked up in a Roman prison, to make these confessions is nothing short of astounding. He displayed resilience because he trusts in the strength of the Lord inside him. He is able to faithfully interpret his challenging circumstances with hope because he knew that God’s plan in Christ will not be stopped. His outlook is grounded in faith and guided by reason, not his feelings.

Untruth #3: Life is a Battle of Us vs Them

The third great untruth is the “Us versus Them” mentality. The authors explain this false idea to be that life is ultimately a battle between good people and evil people. We find the people who are like us or believe the same things we do–our tribe–and band together against other tribes.

Now, on the one hand, it is completely natural and perfectly harmless for people to bond together over shared interests and even identities. As an alumnus of Harry D. Jacobs High School (located in the golden city of Algonquin, Illinois), I feel an affinity for the school’s constituents by virtue of our shared identity. Moreover, I wish no harm upon on the poor souls who can’t claim this superior heritage as their own. This tribe, I would argue, is a good one, promoting tangible goods of friendship, service, and gratitude.

But on the hand, history is full of examples in which communities devolve into tribes who are then mobilized to attack other tribes and vilify the individuals that make them up. The most infamous example is Adolph Hitler’s vilification of Jews to achieve his plans for a German empire. Today the most common and infamous manifestation of this is identity politics. Identity politics has become a contentious term that refers to “political mobilization organized around group characteristics such as race, gender, and sexuality, as opposed to party, ideology, or pecuniary interest” (59).

The authors suggest that not all identity politics are bad. Positive examples of identity-driven political causes include women’s suffrage and the civil rights movement. The world is a better place because brave leaders like Martin Luther King, Jr., mobilized historically marginalized African-Americans to stand up for their civil and political rights.

But all too often identity politics is actually common-enemy politics. They write:

“Identity can be mobilized…in ways that amplify our ancient tribalism and bind people together in shared hatred of a group that serves as the unifying common enemy” (60).

Common-enemy identity politics is bad for students because they create what the authors call a “call-out culture.” A call-out culture is one which people are always on the look out to publicly shame people who offend or aggravate their tribe. The net result is a culture in which people are afraid to speak their mind or try out new ideas lest they be publicly scrutinized.

The solution, the authors suggest, is “an appeal to common humanity, rather than common enemy, for the sake of facilitating real conversation geared toward free inquiry, dissent, evidence-based argument, and intellectual honesty” (77).

For open and honest conversation to happen in classrooms, teachers must resist the temptation of promoting tribalist thinking. As Christians, it can be be tempting to think of life as us against the world and to a certain extent we are correct. St. Augustine himself drew a line in the sand between the City of God and the City of Man. But at the same time, as Christians, God has not called us to make enemies of all those who do not claim to be Christians. Nor does God call us to raise our swords against those who disagree with us theologically, morally, or politically. Instead, we are called to live peaceable in the city and seek its well being (Jeremiah 29, 1 Timothy 2).

In our classrooms, then, we can cultivate a culture of common humanity through sincere inquiry to understand alternative viewpoints. We can train students in the intellectual virtues of charity, humility, and mutual respect. This isn’t to suggest we should downplay the truth or avoid argumentation. On the contrary, when the right ground rules are set, the best debates occur.

Conclusion

Educating for resilience requires a rejection of the three great untruths: Fragility, Emotional Reasoning, and Us Versus Them. If we can train our students in the opposite of these untruths, they will emerge as independent, reasonable, and unifying young men and women. This sort of education takes significant patience and wisdom. It is not easy to know in a given situation when a student needs grace and support or when they need to be challenged. But through careful study, deliberate practice, and the grace of God, we can train our students to face a challenging world with courage, prudence, and resilience. I would take this approach over coddling any day.

For more insights on how teachers can hone the craft of teaching from a classical perspective, while preparing their students for the modern world, you can download my free eBook “The Craft of Teaching.”

The post Educating for Resilience in a Coddling Culture appeared first on .