student learning

James Lang has written yet another immensely valuable book for post-secondary faculty. Using the analogy of “small ball” from baseball, the author provides classroom activities requiring only a few minutes that can easily be incorporated into a course sporadically or regularly to improve learning. Each strategy is based on the latest research about the human brain, and Lang has witnessed their “positive impact in real-educational environments” (7).

The strengths of the book are numerous. First and foremost, it accomplishes the stated purpose. In each of the nine chapters, Lang explains the theory behind the learning principle, describes how the theory has been carried out in classroom models, and then summarizes the principles common in each model. Within the models, the reader finds activities that teachers can incorporate into any class and use randomly or repeatedly that enableing students to learn effectively.

Second, each learning activity is transferable across academic disciplines. For example, while discussing “predicting,” the initial research example is from the field of language learning. Lang then applies the principles to his discipline of teaching literature, before concluding with a kinesthetic example of learning an athletic skill. Additionally, Lang recognizes the increasing frequency of teaching and learning online. He also notes students’ access to social media and suggests ways to use the principles and activities of online teaching and social media in a non-traditional classroom format. Finally, while the focus is on in-class actions that take minimal time, he does identify how specific teaching concepts can be incorporated into course planning and the syllabus.

The book is well-organized, not only in its presentation but in the ordering of learning from knowledge acquisition to understanding to learning inspiration (motivation), with three strategies explained in each section. Each concept and activity is well-supported by research noted in a full bibliography. For example, in discussing retrieving, Lang gives examples of opening or closing questions an instructor can use in the first or last five minutes of class that will prove effective for short-term and long-term recall, in light of a variety of studies. Where there are questions about the validity of an idea or activity, Lang acknowledges the issues and interacts fairly with contrary opinion. In short, it is hard to find a negative with this book.

Because each chapter is follows the pattern of theory, model, then principles, a theology or religious studies teacher can easily take the knowledge or concepts they desire to teach and adapt them to any of the teaching strategies.

From a rookie faculty member experiencing challenges midway through a course to an experienced professor looking to improve student learning in a well-developed curriculum, there is something in Small Teaching for everyone. If your college cannot attend one of Lang’s professional development sessions, I would recommend academic deans purchase the book for faculty and together they could work through each chapter.

Whenever I’m asked, “How are your classes going?” my answer traditionally has been, “Ask the students.” As more faculty members shift their pedagogy to a student-centered learning, their focus must include not only delivering the content but also inviting students to explore the why of education. The articles in Finding the Why: Personalizing Learning in Higher Education edited by margit misangyi watts (sic), identify key ways to encourage students to discover the purpose of higher education as more than training for a career. While many of the articles describe institutional changes that have been developed to address the student success beyond the university, the principles behind such designs can be incorporated by individual faculty members in approaching how to present their courses’ content.

One of the key principles is to encourage students to identify the applicability of a liberal-arts education to professional courses. One means by which this can be accomplished is described in “Integrative Learning: Making Liberal Education Purposeful, Personal, and Practical.” Ann Ferren and Chad Anderson describe several examples from various colleges that integrate learning across curricula and are adaptable even for larger institutions, such as designing opportunities for students to integrate curricula using collaborative projects, partnerships with the local community for service-learning, and making connections among disciplines. Furthermore, in “Project-Based Learning in Colleges of Business: Is It Enough to Develop Educated Graduates?” Penny Smith and Lindsey Gibbon note that business leaders are seeking qualities such as critical thinking skills, identifying and using creative problem solving, and communicating effectively. They note that “for business schools to graduate ‘well-educated’ students, they must forge and engage entire academic villages” (43) in preparing business students for their careers.

Another important component of finding the why requires understanding the challenges in culture that affect the attitudes impacting student-centered education. Several of the chapters incorporate strategies to change the culture at institutions themselves to meet the ongoing challenges to student success. Among such recommendations are faculty “talking to students in a way that is supportive and encouraging” (29) or engaging in the six “P’s” of place, preparation, pathways, plan, purpose, and personal connection as explained by Sanford Shugart in “Why Higher Education: Lessons Learned in a Learner-Centered College.”

While many of the articles describe specific activities involving changes within the entire institution, such as integrative classes or designing a community college’s plan from its inception, the authors do challenge individual faculty to incorporate helping students find the why within their particular courses. The key to student success in many of the articles involves engaging students individually, not just collectively. Therefore, some of the strategies discussed can be applied by individual faculty on a smaller scale. While my answer to “How are your classes going?” may be the same, my intentionality within my course itself should have students answering in the positive.

The central aim of this edited monograph is to present new techniques for dealing with methodological challenges to sociological research on student learning. The book is organized into a brief preface, seven chapters that each deal with distinct methodological approaches to student learning research, and an eighth chapter that provides an outline for how the preceding chapters can be applied to or help shape future research.

Each chapter presents various solutions to distinct methodological challenges through concrete case studies. Chapter one provides an overview and case study of how structural equation modeling (SEM) can be used to conduct empirical research that tests hypothesized influences on student learning. The authors contend that previous research has not been able to fully address the complex multi-variable character of students’ approaches to learning. The strength of SEM is not only its ability to test for multiple variables such as these, but also to examine the pattern and strength of the relationships between these variables. Chapter two explores challenges to research on students in dual programs composed of both university classes and internships. The goal of such research is to take into account the different perspectives, discourses, and research instruments (for example, focused in-depth research and large scale qualitative research) used to study dual program student learning, including workplace learning and the transitions between contexts of learning, learning in higher education and its specific learning activities and patterns, and longitudinal professional development. To study such complexity, the authors propose the use of multilevel analysis for dealing with nested data and methodological triangulation for testing the use of the multiple research instruments. Chapter three outlines a method for using neural network analysis techniques for assessing the predictability of how much influence cognition, motivation, and learning approaches have on academic performance. Chapter four provides a model for addressing the failure of previous research to address implicit preferences for specific types of learning environments by using conjoint analysis, a method developed and employed in marketing research. Chapter five proposes exploratory-grounded research as a way of developing theories rather than solely testing them. The first case study provided in this chapter analyzes data from semi-structured interviews on students’ motivational orientation through various processes for identifying, verifying, and revising themes in the data. The second study then analyzes another set of interviews using the categories developed from the first study. A strength of this approach is its ability to develop innovative theories that are not limited to any pre-established or hypothesized number of categories. Chapter six addresses emotional dimensions and their measurement in research on teacher education. In addition to providing a thorough rationale, outline of theoretical perspectives, overview of the phenomenological method in social science research, identifying themes in the data, and discussing methodological challenges, the chapter provides a helpful survey in the form of a table of previous research articles that address emotional dimensions. Chapter seven explores challenges to longitudinal studies and provides a model and short list of best practices.

Though interesting conclusions and/or corroboration and challenges to previous theories regarding student learning are discussed throughout the book’s varied chapters, the overarching focus is indeed on methodological challenges and proposed solutions to these.

The question, “Can you give me some feedback on this,” is incredibly problematic. It is what some leadership theorists call a “landmine question.” Giving constructive feedback can be a tricky wicket. We may call feedback “honest.” However, it almost always comes across as critical, perhaps even mean. The idea is to focus on the negatives or how others can improve themselves, so we address it in what I call a “combatively collaborative” fashion. However, because of the possibly aggressive or even bullish nature of the one giving the feedback, it can have the reverse effect.

Tell Me So I Can Hear You is a helpful volume for educators and leaders. Rooted in the cognitive-developmental theory of human development as espoused by Robert Kegan, the authors base their entire argument firmly in the “four ways of knowing – instrumental, socializing, self-authoring, and self-transforming” (40). The authors convincingly argue that feedback to colleagues and peers works best when it is understood to be part of the continuing education or professional development process. For them, this results in primarily offering feedback in a way connects with our learning styles. For example, if you are an instrumental learner, you will focus on offering feedback that adheres to the rules, regulations, and expectations of an employee of that organization. Since this approach relies heavily on rubrics, it will positively help colleagues understand where they stand professionally, based on the commonly-accepted careerist markers. However, it does not take into account more abstract qualities, such as emotional health, creativity, or one’s personal background.

Those in administrative educational leadership often offer constructive or critical feedback and tend to process feedback differently than the faculty colleagues and students who are recipients of that feedback. The one receiving feedback may become confused, angry, or withdrawn because they interpret the administrator’s comments differently than the intended meaning.

The benefits of this volume are in the consistent and thorough explanation of the “four ways of learning,” as the authors ground their entire discussion on showing how these ways of learning can work together through feedback settings to build a healthy and collaborative environment. To this end, the chapters on how we receive feedback (chapter 4), give feedback (chapter 5), and build a culture of trust in the organization (chapter 6) are certainly worth the price of the book.

The reader should, however, be aware of two minor concerns: First, this volume accepts Common Core Standards as its operating model for understanding competency rather than seeking out a more integrated model of content comprehension and skills application. Second, the authors seem to interchange the concepts of “colleague” and “adult learner,” which causes some confusion as to whether this handbook is for the quad office or the adult-learning classroom. If you find yourself being required to offer more and more intense feedback or are in a leadership position, read Henry Cloud’s extremely practical volume Necessary Endings (New York: HarperBusiness, 2011) before diving into this volume.