During the past 20 years, college and university faculty have begun to utilize several areas of the learning sciences (including cognitive psychology) to inform pedagogy. Much of this work has happened in ways that have helped our profession more effectively teach and our students to more effectively learn. However, we still have much work to do if we are to claim that we have a well-developed set of tools that can be applied across disciplines.
HIGHER ED TEACHING STRATEGIES FROM MAGNA PUBLICATIONS
“When are you going to retire?” “Why are you still working?” These are questions I’m asked regularly. Worried that the question is motivated by signs of diminished mental acuity, I scour old and new writings looking for evidence. Should I stop working? I wonder.
“How are you enjoying retirement, Tom?” This is the question I get everywhere I meet old friends and colleagues. “I read that nice article about your retirement in the local paper and see that the mayor even declared in a proclamation that this event was to be honored in the city as ‘Dr. Thomas R. McDaniel Day,’ and I see that the governor awarded you the Order of the Silver Crescent for your contributions to the state and region—very cool way to go out.”
There’s a long-standing tradition of informal sharing of pedagogical innovation among K-12 teachers and a whole line of research on this phenomenon, which is known as teacher leadership. The same type of informal faculty leadership exists in higher education as well, but there is very little research on this topic, according to Pete Turner, education faculty member and director of the Teacher Education Institute at Estrella Mountain Community College.
For years there has been talk about shifting a professor’s role from the “sage on the stage” to the “guide on the side.” But as some teachers leave the center stage, they may not move to the side as guides. Instead, they may find themselves hovering above students as helicopter parents hover over their children. While a complete lack of guidance is not a good idea, excessive guiding could turn constructivist scaffolds into new forms of crutches.
Consider this hypothetical situation: The vice president of academic affairs has just sent you a cryptic email asking you to define the impact of your faculty development center. Could you do so? What would you say? How would you measure the impact?
Reading students’ comments on official end-of-term evaluations—or worse, online at sites like RateMyProfessors.com—can be depressing, often even demoralizing. So it’s understandable that some faculty look only at the quantitative ratings; others skim the written section; and many others have vowed to never again read the public online comments. It’s simply too painful.
How else might you respond? Here are seven suggestions for soothing the sting from even the most hurtful student comments:
My office is on the first floor of the education building. I have spent 27 years in this building. Unless I have a meeting in another department, I rarely go upstairs. Recently, however, I started a daily routine of climbing the four sets of staircases in the building. Trying to slow the progression of osteoporosis in my right hip, I go up one set and down another three times as I make my way around the building. This physical activity has given me a chance to engage in some mental reflection. Here I will briefly share five observations on a career spent teaching in higher education with an eye toward encouraging newer faculty to achieve longevity in the profession.
The use of student learning outcomes (SLOs) is commonplace at regionally accredited colleges and universities in the United States. I have been working with SLOs in one form or another for the past decade, even before they became fashionable. Many years ago, while I was an instructor in the US Navy, SLOs were called Terminal Objectives. After the service, I taught GED classes and at that time SLOs were referred to as Learning Goals. Regardless of the latest trendy technical name, SLOs are clear statements that describe the new skills students should be able to demonstrate as a result of a learning event such as a college course (Ewell, 2001). Whether teaching online, on-ground, or via a blended environment, the importance of defining the intended outcomes, before instruction takes place, cannot be overstated because SLOs identify fundamental and measurable student skills, help outline needed curricular content, and define appropriate assessment.
This is an era of rapid transformation and heightened opportunities for Faculty Development Centers (FDCs). There is a growing realization that faculty development can be a crucial component in addressing some of the most significant challenges facing higher education, including technology’s impact on teaching, reliance on part-time and distance faculty, and student success.