Monthly Archive for December, 2008

Course Quality Control

This past semester I was invited to join the university’s Blending/Distance Learning Advisory Committee. I attended my first meeting of the committee a couple weeks ago, and it was very interesting on a number of levels. As the new guy, I mostly stayed quiet and listened.

The committee is drafting a process for developing a university-sanctioned online course. A significant piece of the process is quality control, and early on the course developer is asked several questions about their qualifications for teaching an online course and how the course design leads to effective learning.

One of the group asked, “How come we have to answer these questions about online courses, when the Curriculum Committee doesn’t ask them of courses offered in the traditional face-to-face manner?” We went into a predictable discussion about how the reality is that online courses, as something relatively new and nontraditional, are suspect in quality and that we need to explicitly address those concerns in our online course development process if we hope to give the process validity among the UMW faculty. In the middle of the discussion, it occurred to me that a more profound response would be to imagine a time when we would ask those questions of all course proposals.

Could our work on this committee lead to more deliberate thinking on course design and course quality by all our faculty at UMW? If we get sufficient buy-in from this online course development process, perhaps the curriculum committee would consider adopting aspects of our process for theirs.

Teaching, Grading & Baylor Graduate Instructors

Last month, I was interviewed online by Gardner as part of a workshop he was leading to a group of graduate students at Baylor, each of whom is teaching a course in their own field. Aside from some technical glitches (We were using Skype for voice and a webcam on each end.), the interview seemed to go pretty well. The topic of the interview was this post I wrote, which addressed some of my thoughts about the interplay between teaching and assessment.

At the close of the interview after I had hung up but before they had, there was a follow-up question which I heard. The question was clear to me since I have heard it before in many different incarnations: Will the approach to teaching and assessment I described work for “creating scholars in a discipline”?

The question was summarized by a note taker at Baylor as:

Can we train scholars in this model of the integrative domain, or does the model cater to students who are going to have trouble?
Or, if we’re only looking holistically at the progress someone is making, will we be pushing them toward excellence? How do we balance these concerns?
There have to be consequences, and there has to be something at stake; you have to know some things. But, this teaching venture is difficult because you’re perpetually trying to navigate a course between the need to engage students and have them actually learn.

(Wow, lot’s of unstated assumptions here. Can you teach students without engaging them? Can students be engaged and not learn? Where to begin?)

The questions are understandable. After all, these are graduate students who have been socialized into the culture of research universities, but have only limited teaching experience. This is not to demean the questioner, but to point out the context from which he is posing the questions.

That said, the questions reveal a lack of understanding and imagination of what real learning is and, I suspect, what learning in a discipline is. I can’t claim expertise about learning in any discipline but my own (economics), though I believe my ideas are generalizable. Let me be clear: the approach to teaching that I describe is absolutely suited to teaching the body of skills and content that a discipline needs its students to learn. How have I reached this conclusion?

We all want to promote excellence. But what incentive does a student have to do more if their work has already been graded an A? What incentive does a student have to do more if they are passing and that’s all they need from the course? The approach I espouse treats each student as an individual learner. It pushes each student from where they are, to (ideally) the best they can be. It doesn’t treat a class as a collective.

Grading, the way it is usually done, corrupts the learning process for most students. The grade becomes the objective rather than the learning. This is not a novel idea. Indeed, today’s Inside Higher Education has an article that addresses this point. We all know this, but we usually assume that there’s a high degree of correspondence between grades and learning. Is there, though? Grades have a high noise to signal ratio, as the engineers would say, that is, only a rough correspondence. There are bright students who achieve good grades without much learning. And there are at least some students who learn much without achieving good grades. The default assumption of the educational establishment is that the problem is with the students. I assert that the problem may be in the grading scheme.

We know that some people don’t test well, or that some people test better with written examinations than multiple choice. Can you conclude beyond a doubt from a multiple choice exam that the student who earns less than an A isn’t really learning the material? I would say no. I’m not arguing that we shouldn’t test our students, but rather that we need to be aware that traditional tests are imperfect measures of learning.

We tend to assume that at least the strong students will buy into the system, that they will learn for learning’s sake. After all, didn’t we? And the others? Well it’s not our problem that they’re not academically gifted, and besides there’s nothing we can do about it unless we are willing to dumb down our teaching, and dilute our grading standards. Either they’re willing to do the work that the bright students do, or they are not. Perhaps they’re fundamentally not really able to excel.

But what is excellence? Is it a grade, or a measure of learning. Do excellent students obtain good grades because they are bright to begin with? Or are they excellent students because they seriously engage with the material and learn a great deal?

A good instructor needs to think carefully about what students should learn from a course. Novice instructors may think they should be teaching everything they know on the subject, or everything which is in the text. But ‘covering the content’ should not be the point since course coverage is not the same as student learning, and since it’s not possible for students to master all the content in a single serious course. A thoughtful instructor will identify both for themselves and for their students a limited number of goals that students can learn well in a course.

I believe that all students can learn my discipline. Do you believe the same? For me, an introductory course is not merely a course that teaches facts about a discipline, but a course that introduces students to the reasoning of disciplinary practitioners, something which is difficult for students to grasp. What that implies is not that I teach easier material, but that I have appropriate expectations of what learning is achievable at different course levels. I tend to cover less content, but teach in greater depth.

I’ve used this approach at all levels, from the first year seminar to intro courses in my field to senior seminars. I don’t apply the approach the same way in all courses, but it certainly colors my teaching and assessment. During the interview I was specifically thinking about two courses I teach; the FSEM, but also our intermediate macroeconomics course, which is one of the gatekeeping courses in the discipline. People rarely fail this course; instead, they drop the course and the major when they decide that they are not willing or able to do the type of work required. Few students earn A’s in the course since that requires extraordinary effort and mastery of material–understanding and being able to apply what a macroeconomist does. In short, students don’t get an A by being bright and by going through the motions. They get an A by learning how to do economic analysis and by consistently demonstrating their mastery of it.

One final point: Engagement is not entertainment. Engagement is a necessary precondition to substantive learning. Sure you can memorize definitions without engagement to but follow an argument and construct your own, to learn the tools of a discipline, one has to care. Caring starts with engagement.

First Year Writers

The biggest thing I’ve learned from teaching a first year seminar is how freshman writing differs from upper class writing. Today I handed back the second formal paper my students have written and here is what I told them:

The biggest flaw I saw in your papers, from the best paper to the worst, is that you didn’t develop your ideas enough; you didn’t think more deeply about your topic. How does one bake bread? Answer: Mix and knead the ingredients, let the dough rise, bake and enjoy! How does one make wine? Answer: Crush the grapes, add yeast, let it age, drink and enjoy! Writing is like baking bread or making wine. After you start it, you need to put it aside to give it time to mature, rise, age.

First year writers tend to put their thoughts down and be done with it. That may be all they know. They don’t seem to understand that writing is a creative process; a writer doesn’t write what they already know; rather the process of writing/thinking creates new insights which the writer can discover through the composition process. Of course this takes patience, as well as planning so that one doesn’t wait until the night before the assignment is due to start.

If one doesn’t know that the process is productive, it may not make sense to wait before putting the paper to bed. We need to explain this to students as explicitly as we can, especially when we are teaching first year students. I certainly never learned this in high school or frankly, in college, so we shouldn’t expect first years to know this.

State of the University

On November 17, Dr. Judy Hample, President of UMW since July, gave the first substantive speech of her tenure. A video recording of the speech can be viewed here.

I’ve been mulling over how to respond to the speech or whether to respond at all. I decided that it’s important to make public my response in hopes of promoting conversation on the direction of UMW.

I was hoping to be inspired by the speech to make UMW stronger and more distinctive than it currently is. I’m not sure how much of that hope was fulfilled.

Dr. Hample’s thesis was the following:

“My vision and dream is that UMW will become a premier, public, national liberal arts university.”

Fair enough, but how will we get there?

The first third of the speech, with a few nods to catch phrases like ‘fewer silos’ and ‘embracing a culture of excellence,’ emphasized administration, rather than academic leadership. Dr. Hample talked about greater efficiency and the need for tough decision-making. She stated that decisions would be made on the basis of an upcoming strategic planning initiative.

She claimed that UMW faces three challenges which prevent us from achieving her vision:

1. We need to make UMW student-centered.
2. We need to make UMW a more diverse, inclusive institution.
3. We need to realize the full potential of being a [real] university.

I admit to being taken aback by her first challenge. UMW is the most student-centered institution that I know. Classes are relatively small (though not as small as they used to be) and faculty know and work closely with their students. Unlike at large state universities, it is all but impossible for a student to remain just ‘a number’ at UMW.

It turns out that Dr. Hample meant the term ‘student-centered’ in a much different and narrower sense than I interpreted it. She used it to refer to the user-friendliness of business services like accessing financial records and registering for courses.

Dr. Hample made several remarks about campus life, saying alumni she talked with praise what they call the “Mary Washington experience.”

“I wonder if that is as strong today? I’ve sort of come to the conclusion that it might not be. The perception of too many of our students is that we have an unresponsive bureaucracy and administration.”

I have no quarrel with more user-friendly access to services, but her alumni story seems a non-sequitur to me. I doubt that the Mary Washington experience alumni describe is about business services; I imagine it is about close relationships they formed with other students and with faculty, something which is still very much a characteristic of UMW. And to be fair to administrative staff, my sense is that existing bureaucratic hurdles, and there are some, are largely the result of resource constraints as past leadership has moved funding out of administration to protect the instructional program.

Dr. Hample also said she wants to renovate dorms into “living and working environments” with places to study, socialize and get a cup of coffee after midnight. “These simple things that students want, need and are, frankly, long overdue,” she said. Yes, but these innovations come with a cost, and I don’t think UMW will ever win the battle of student amenities; nor do I think we should. Rather, if we are to be a truly distinctive institution, it will be on the basis of our academic programs.

Dr. Hample’s second challenge is to make UMW a more diverse, inclusive institution. This is, of course, worth doing and something we have struggled with as an institution for years. If she has a way of achieving this, I applaud her.

The third challenge, on which Dr. Hample spent the majority of her speech, is to make UMW realize the potential of becoming a university. She plans to accomplish this by creating two new schools: a College of Business and a College of Education, as well as developing selective graduate programs in the College of Arts & Sciences. These are worthwhile goals. Arguably, the College of Graduate and Professional Studies has failed to live up to its potential, and so reorganizing its programs along traditional disciplinary lines makes sense to me.

My concern comes in that Dr. Hample plans to finance these plans by belt-tightening and eliminating programs that don’t meet her standards.

“The choice comes down to this: What programs, what jobs are critical for insuring high quality education, high quality safety, high quality services, [and] high quality welfare for our students?”

I don’t doubt that these initiatives are worth doing, but in my view they won’t make UMW a premier, national institution. The College of William & Mary is such an institution. It has a total budget of roughly $220 million or more than three and a half times UMW’s total budget.

I don’t think it’s possible to build a premier public, national liberal arts institution on our current budget no matter how well we reallocate it. To achieve such a goal would require significant additional funding which Hample didn’t address.

What I fear is that without significant additional resources, the changes planned by Dr. Hample will only reduce what makes UMW distinctive, and turn us instead into a generic state university.




Spam prevention powered by Akismet