Classroom Management Quotes

What it takes to do a job will not be learned from management courses. It is principally a matter of experience, the proper attitude, and common sense — none of which can be taught in a classroom... Human experience shows that people, not organizations or management systems, get things done.

We are more than role models for our students; we are leaders and teachers of both an academic curriculum and a social curriculum.

It is said, in a fire, everyone runs away from it save for the fireman who run towards it. When dealing with students, be the fireman.

Rules and consequences are not the best tools for classroom management. Giving students goals and rewards is more effective. It’s about putting systems in place that actively incentivize good behavior and passively decentivize bad behavior. In this way, as a teacher you can spend less time on managing behaviors and more time on educating and leading.

A classroom needs to feel like a safe place for both students and teachers. In order for creativity and higher level thinking to be present in the classrooms, a feeling of safety must first be present in the classrooms.

I can't think of one great human being in the arts, or in history generally, who conformed, who succeeded, as educational experts tell us children must succeed, with his peer group...If a child in their classrooms does not succeed with his peer group, then it would seem to many that both child and teacher have failed. Have they? If we ever, God forbid, manage to make each child succeed with his peer group, we will produce a race of bland and faceless nonentities, and all poetry and mystery will vanish from the face of the earth.

Good classroom management is the art of dealing with problems positively and looking for solutions together so that everyone is involved and willing to find a remedy.

They are a testament not only to the Afghans' hunger for literacy, but also to their willingness to pour scarce resources into this effort, even during a time of war. I have seen children studying in classrooms set up inside animal sheds, windowless basements, garages, and even an abandoned public toilet. We ourselves have run schools out of refugee tents, shipping containers, and the shells of bombed-out Soviet armored personnel carriers. The thirst for education over there is limitless. The Afghans want their children to go to school because literacy represents what neither we not anyone else has so far managed to offer them: hope, progress, and the possibility of controlling their own destiny.

You don't treat the so-called little people poorly, because we don't have any little people here! The trainers, the managers, the secretaries, the people who work in the dorms and cafeterias and classroom buildings are all professionals, and they're all important or they wouldn't be working for Michigan football.

To key to classroom behavior management is to have a structured system in place whereby good behaviors are actively and abundantly rewarded, and bad behaviors are promptly and efficiently punished. Rewards should be like the air, ever present and always lingering. Punishment should be like a thunderstorm that is obvious and inconvenient yet quick, temporary and not abusive. The predominant theme of classroom management should be good behaviors and continuous rewards.

The key to classroom behavior management is to have a structured system in place whereby good behaviors are actively and abundantly rewarded, and bad behaviors are promptly and efficiently punished. Rewards should be like the air, ever present and always lingering. Punishment should be like a thunderstorm that is obvious and inconvenient yet quick, temporary and not abusive. The predominant theme of classroom management should be good behaviors and continuous rewards.

Allowing bullying in the classroom is equivalent to excluding learning from the classroom. If bullying is present in the classroom it causes the classroom to not feel like a safe environment, and people do not learn in unsafe environments - except for those things which they feel will ensure their present safety.

the assistant principal told me how he “loved to read a great novel and discuss the meaning of life.” He smiled, sighed wistfully, and then turned suddenly serious. “But we can’t do that at our school. We have to focus on basic skills and classroom management.

The educational process must again provide the opportunity for students to make choices and live with the consequences of these choices. Teaching is not simply telling people what to believe and do.

How many things would be different in everyone’s surroundings if we hadn’t lived? How a good word many have encouraged some fellow and did something to him that he did it differently and better than he would otherwise. And through him somebody else was saved. How much we contribute to each other, how powerful we each are-and don’t know it.

Teachers who have the best managed classrooms are those who spend the first two weeks of class teaching and practicing their procedures and routines (Marzano, Marzano, & Pickering, 2003).

10 ways to raise a wild child. Not everyone wants to raise wild, free thinking children. But for those of you who do, here's my tips: 1. Create safe space for them to be outside for a least an hour a day. Preferable barefoot & muddy. 2. Provide them with toys made of natural materials. Silks, wood, wool, etc...Toys that encourage them to use their imagination. If you're looking for ideas, Google: 'Waldorf Toys'. Avoid noisy plastic toys. Yea, maybe they'll learn their alphabet from the talking toys, but at the expense of their own unique thoughts. Plastic toys that talk and iPads in cribs should be illegal. Seriously! 3. Limit screen time. If you think you can manage video game time and your kids will be the rare ones that don't get addicted, then go for it. I'm not that good so we just avoid them completely. There's no cable in our house and no video games. The result is that my kids like being outside cause it's boring inside...hah! Best plan ever! No kid is going to remember that great day of video games or TV. Send them outside! 4. Feed them foods that support life. Fluoride free water, GMO free organic foods, snacks free of harsh preservatives and refined sugars. Good oils that support healthy brain development. Eat to live! 5. Don't helicopter parent. Stay connected and tuned into their needs and safety, but don't hover. Kids like adults need space to roam and explore without the constant voice of an adult telling them what to do. Give them freedom! 6. Read to them. Kids don't do what they are told, they do what they see. If you're on your phone all the time, they will likely be doing the same thing some day. If you're reading, writing and creating your art (painting, cooking...whatever your art is) they will likely want to join you. It's like Emilie Buchwald said, "Children become readers in the laps of their parents (or guardians)." - it's so true! 7. Let them speak their truth. Don't assume that because they are young that you know more than them. They were born into a different time than you. Give them room to respectfully speak their mind and not feel like you're going to attack them. You'll be surprised what you might learn. 8. Freedom to learn. I realize that not everyone can homeschool, but damn, if you can, do it! Our current schools system is far from the best ever. Our kids deserve better. We simply can't expect our children to all learn the same things in the same way. Not every kid is the same. The current system does not support the unique gifts of our children. How can they with so many kids in one classroom. It's no fault of the teachers, they are doing the best they can. Too many kids and not enough parent involvement. If you send your kids to school and expect they are getting all they need, you are sadly mistaken. Don't let the public school system raise your kids, it's not their job, it's yours! 9. Skip the fear based parenting tactics. It may work short term. But the long term results will be devastating to the child's ability to be open and truthful with you. Children need guidance, but scaring them into listening is just lazy. Find new ways to get through to your kids. Be creative! 10. There's no perfect way to be a parent, but there's a million ways to be a good one. Just because every other parent is doing it, doesn't mean it's right for you and your child. Don't let other people's opinions and judgments influence how you're going to treat your kid. Be brave enough to question everything until you find what works for you. Don't be lazy! Fight your urge to be passive about the things that matter. Don't give up on your kid. This is the most important work you'll ever do. Give it everything you have.

getting the students to comprehend and achieve. There is no one right way to do this. Just like classroom management, there is no one right procedure for getting the students to do what you want them to do. There are many options, but they are based on core information.

Students want a safe, predictable, and nurturing environment—one that is consistent. Students like well-managed classes because no one yells at them, and learning takes place. Effective teachers spend the first two weeks teaching students to be in control of their own actions in a consistent classroom environment.

In the classroom, it was almost certainly the case that the women were managing a double bind that we face constantly: conform to traditional gender expectations, stay quiet and be liked, or violate those expectations and risk the penalties, including the penalty of being called puritanical, aggressive, and"humorless.

Student diversity in classrooms increases the need for diversity in teaching approaches.

When people seek the help of a professional, they usually have certain expectations about how a competent one looks and behaves.

It's always a kind of liberation to leave the classroom during a lesson, even just for a few minutes. As if you have managed to steal a little time for yourself, to take a break from reality

Conversations about grading weren’t like conversations about classroom management or assessment design, which teachers approached with openness and in deference to research. Instead, teachers talked about grading in a language of morals about the “real world” and beliefs about students; grading seemed to tap directly into the deepest sense of who teachers were in their classroom.

Though teachers pride themselves on having developed bionic hearing (the phrase “I heard that” is a common part of many teachers’ vocabularies), sometimes it is better to conceal such super-human powers.

In order for students to develop self-regulation skills, they need experience making choices. Unfortunately, some schools are in the business of issuing mandates that reduce choice in an effort to curtail misbehavior.

I walked out of the classroom and felt like dancing and singing. It all gave me hope. It gave me a little bit of joy. And I kept trying to find the little pieces of joy in my life. That's the only way I managed to make it through all of that death and change

model’s blind spots reflect the judgments and priorities of its creators. While the choices in Google Maps and avionics software appear cut and dried, others are far more problematic. The value-added model in Washington, D.C., schools, to return to that example, evaluates teachers largely on the basis of students’ test scores, while ignoring how much the teachers engage the students, work on specific skills, deal with classroom management, or help students with personal and family problems. It’s overly simple, sacrificing accuracy and insight for efficiency.

research suggests that all students are motivated to learn, as long as there are clear expectations, the tasks and activities have value, and the learning environment promotes intrinsic motivation (Wlodkowski & Ginsberg, 1995; Eccles & Wigfield, 1985; Feather, 1982; Kovalik & Olsen, 2005).

I guess that's what my dad did. Stopped agreeing with reality. I could do it for as long as it took me to get from my classroom to the office. He managed it for sixteen years. He must have had more mental discipline than me. Or maybe it wasn't that much of an effort to pretend that I didn't exist.

Zero-tolerance discipline policies, specifically the controversial category of willful defiance, have become a routine way by which to punish and marginalize Black girls in learning spaces when they directly confront adults or indirectly complicate the teacher’s ability to manage the classroom—not necessarily actions that pose a threat to the physical safety of anyone on campus.

I continued to find it much easier to assimilate knowledge within the structured military environment than at college, for at training sites such as Mare Island, outside influences were kept to a minimum.  All I had to do was make my bunk in the morning, show up at the appointed classrooms, and focus on the subject at hand.  Others took care of the daily routine of life while we hit the books.

Terrible as this is, there’s worse news. An article in the New York Times points out a statistic that should make our nation’s leaders tremble… suspension rates, kindergarten through high school, have nearly doubled from the early 1970s through 2006. Whatever is happening with our test scores, something else, something catastrophic, is going on in our schools. As countless teachers across America can testify, disruptive kids are hijacking our classrooms.

Fortunately, new platforms and technology have made homeschooling manageable on many fronts. Parents can do everything from accessing first-rate courses online to finding support from other parents in the same situation. The best part is that they can completely tailor the experience to the learning style and interest of their children and give them the attention that they would never get in the classroom. The results are striking. Twenty-five percent of homeschooled children are at least one grade ahead of their traditionally schooled peers. The homeschooled population, as a whole, scores exceptionally higher on academic achievement tests.5 This shift is perhaps the best glimpse of the future of education—mass customization alongside personalized attention. Like banking, it will return to a human-scale model based on relationships and personal needs, and it will be where much of the disruption in the economy and labor market occurs in the next few decades.

I am criticizing the professionalization of teaching children because these young human beings are not cogs in a machine, And I am trying to identify the root of the problem for all those wonderful adults who went into teaching thinking that they could commit to nurturing the lives of many children only to end up having the system squash their excellent motives. Our current school system replicates factories and requires classroom managers more than teachers. Teachers are appreciably frustrated.

The larger problem here is that many teachers are so desperate to keep their classrooms in order that they will do anything to maintain it. This is understandable—an “End justifies the means” mentality is at the heart of many explanations of how children are handled these days. Given some of the practically impossible situations confronting teachers today, it seems reasonable. But let’s be honest. It might be explicable. It might be effective. But it is not good teaching. We can do better. I know this because I’ve been there. I’ve fallen into the same trap. The simple truth is that most classrooms today are managed by one thing and one thing only: fear.

The aim is to get the students actively involved in seeking this evidence: their role is not simply to do tasks as decided by teachers, but to actively manage and understand their learning gains. This includes evaluating their own progress, being more responsible for their learning, and being involved with peers in learning together about gains in learning. If students are to become active evaluators of their own progress, teachers must provide the students with appropriate feedback so that they can engage in this task. Van den Bergh, Ros, and Beijaard (2010: 3) describe the task thus: Fostering active learning seems a very challenging and demanding task for teachers, requiring knowledge of students’ learning processes, skills in providing guidance and feedback and classroom management. The need is to engage students in this same challenging and demanding task. The suggestion in this chapter is to start lessons with helping students to understand the intention of the lesson and showing them what success might look like at the end. Many times, teachers look for the interesting beginning to a lesson – for the hook, and the motivating question. Dan Willingham (2009) has provided an excellent argument for not thinking in this way. He advocates starting with what the student is likely to think about. Interesting hooks, demonstrations, fascinating facts, and likewise may seem to be captivating (and often are), but he suggests that there are likely to be other parts of the lesson that are more suitable for the attention-grabber. The place for the attention-grabber is more likely to be at the end of the lesson, because this will help to consolidate what has been learnt. Most importantly,Willingham asks teachers to think long and hard about how to make the connection between the attention-grabber and the point that it is designed to make; preferably, that point will be the main idea from the lesson. Having too many open-ended activities (discovery learning, searching the Internet, preparing PowerPoint presentations) can make it difficult to direct students’ attention to that which matters – because they often love to explore the details, the irrelevancies, and the unimportant while doing these activities. One of Willingham's principles is that any teaching method is most useful when there is plenty of prompt feedback about whether the student is thinking about a problem in the right way. Similarly, he promotes the notion that assignments should be primarily about what the teacher wants the students to think about (not about demonstrating ‘what they know’). Students are very good at ignoring what you say (‘I value connections, deep ideas, your thoughts’) and seeing what you value (corrections to the grammar, comments on referencing, correctness or absence of facts). Thus teachers must develop a scoring rubric for any assignment before they complete the question or prompts, and show the rubric to the students so that they know what the teacher values. Such formative feedback can reinforce the ‘big ideas’ and the important understandings, and help to make the investment of

Teachers in general face common problems of practice. Their professional success depends on their ability to motivate an involuntary group of students to learn what the teacher is teaching. In an effort to accomplish this, teachers invest heavily in developing a teaching persona that enables them to establish a relationship with students and lure them to learn. Once they have worked out a personal approach for managing the instruction of students within the walls of their classroom, they are likely to resist vigorously any effort by reformers or administrators or any other intruders to transform their approach to teaching. Teacher resistance to fundamental instructional reform is grounded in a deep personal investment in the way they teach and a sense that tinkering with this approach could threaten their very ability to manage a class (much less teach a particular curriculum) effectively.

As already suggested, when the individual first learns who it is that he must now accept a his own, he is likely, at the very least, to feel some ambivalence; for these others will not only be patently stigmatized, and thus not like the normal person he knows himself to be, but ma also have other attributes with which he finds it difficult to associate himself. What may end up as a freemasonry may begin with a shudder. A newly blind girl on a visit to The Lighthouse [probably the Chicago Lighthouse, one of the oldest social service agencies in Chicago serving the blind or visually impaired] directly from leaving the hospital provides an illustration: „My questions about a guide dog were politely turned aside. Another sighted worker took me in tow to show me around. We visited the Braille library; the classrooms; the clubrooms where the blind members of the music and dramatic groups meet; the recreation hall where on festive occasion the blind play together; the cafeteria, where all the blind gather to eat together; the huge workshops where the blind earn a subsistence income by making mops and brooms, weaving rugs, caning chairs. As we moved from room to room, I could hear the shuffling of feet, the muted voices, the tap-tap-tapping of canes. Here was the safe, segregated world of the sightless — a completely different world, I was assured by the social worker, from the one I had just left…. I was expected to join this world. To give up my profession and to earn my living making mops. The Lighthouse would be happy to teach me how to make mops. I was to spend the rest of my life making mops with other blind people, eating with other blind people, dancing with other blind people. I became nauseated with fear, as the picture grew in my mind. Never had I come upon such destructive segregation.“ (p.37)

Montessori classrooms emphasize self-directed learning, hands-on engagement with a wide variety of materials (including plants and animals), and a largely unstructured school day. And in recent years they’ve produced alumni including the founders of Google (Larry Page and Sergey Brin), Amazon (Jeff Bezos), and Wikipedia (Jimmy Wales). These examples appear to be part of a broader trend. Management researchers Jeffrey Dyer and Hal Gregersen interviewed five hundred prominent innovators and found that a disproportionate number of them also went to Montessori schools, where “they learned to follow their curiosity.” As a Wall Street Journal blog post by Peter Sims put it, “the Montessori educational approach might be the surest route to joining the creative elite, which are so overrepresented by the school’s alumni that one might suspect a Montessori Mafia.” Whether or not he’s part of this mafia, Andy will vouch for the power of SOLEs. He was a Montessori kid for the

And here are some thoughts for parents. If you’re lucky enough to have control over where your child goes to school, whether by scouting out a magnet school, moving to a neighborhood whose public schools you like, or sending your kids to private or parochial school, you can look for a school that prizes independent interests and emphasizes autonomy conducts group activities in moderation and in small, carefully managed groups values kindness, caring, empathy, good citizenship insists on orderly classrooms and hallways is organized into small, quiet classes chooses teachers who seem to understand the shy/serious/introverted/sensitive temperament focuses its academic/athletic/extracurricular activities on subjects that are particularly interesting to your child strongly enforces an anti-bullying program emphasizes a tolerant, down-to-earth culture attracts like-minded peers, for example intellectual kids, or artistic or athletic ones, depending on your child’s preference

To implement these changes, the school initially followed a more typical, top-down strategy of reform: the state sent in a consultant to implement changes. “It was an outsider who came in and talked about the civil rights movement and did touchy feely group discussions,” Guthertz recalls. “Someone else came in and for one day taught behavior management strategies that focused on controlling and penalizing students versus making changes in teaching practices that would engage and support them. That blew up at the school. The administration got rid of that program.” The issues that come with this kind of approach to school reform—“do what the district, state, or consultants say”—have been a recurring theme in the long careers of Guthertz, Roth, and McKamey. “It comes off as an attempt to hijack the effort by the teachers to think about education,” McKamey comments. “It’s the deepest disrespect. The teacher has been teaching for ten years and someone is going to come in and say, ‘I’m going to show you something.’ Most of these people have never taught in the classroom.

Microassaults involve misusing power and privilege in subtle ways to marginalize students and create different outcomes based on race or class. In the classroom, a microassault might look like giving a more severe punishment to a student of color than his White classmate who was engaged in the same behavior. Or it might look like overemphasizing military-like behavior management strategies for students of color. With younger children, it looks like excluding them from fun activities as punishment for minor infractions. Microinsults involve being insensitive to culturally and linguistically diverse students and trivializing their racial and cultural identity such as not learning to pronounce a student’s name or giving the student an anglicized name to make it easier on the teacher. Continually confusing two students of the same race and casually brushing it off as “they all look alike.” Microinvalidations involve actions that negate or nullify a person of color’s experiences or realities such as ignoring each student’s rich funds of knowledge. They are also expressed when we don’t want to acknowledge the realities of structural racialization or implicit bias. It takes the form of trivializing and dismissing students’ experiences, telling them they are being too sensitive or accusing them of “playing the race card.”

Many college courses in the humanities focus on discussion over lecture. Students read course material ahead of time and have a discussion in class. Harvard Business School took this to the extreme by pioneering case-based learning more than a hundred years ago, and many business schools have since followed suit. There are no lectures there, not even in subjects like accounting or finance. Students read a ten-to twenty-page description of a particular company’s or person’s circumstance—called a “case”—on their own time and then participate in a discussion/debate in class (where attendance is mandatory). Professors are there to facilitate the discussion, not to dominate it. I can tell you from personal experience that despite there being eighty students in the room, you cannot zone out. Your brain is actively processing what your peers are saying while you try to come to your own conclusions so that you can contribute during the entire eighty-minute session. The time goes by faster than you want it to; students are more engaged than in any traditional classroom I’ve ever been a part of. Most importantly, the ideas that you and your peers collectively generate stick. To this day, comments and ways of thinking about a problem that my peers shared with me (or that I shared during class) nearly ten years ago come back to me as I try to help manage the growth and opportunities surrounding the Khan Academy.

They go out and visit the kinds of places they are learning about such as the county court system, the grocery store oe the Department of Water and Power. They come back to the classroom and discuss what’s going on in the world, and they get wood and tools and construct a scaled-down version of what they have seen. Usually the structure will take up the entire room. If it’s a grocery store, then one person will be the manager, another the cashier, or the supplier of produce to the store. They will find out through creative discussion and play what possible problems they can run into operating a grocery store and will work together to solve those problems.

Students will sometimes decide that they don’t like where they are sitting, and I probably won’t notice if they re-seat themselves over by their friend.  And they are right.  I’m very busy in class.  So if I don’t have a serious consequence, it’s worth it for them to take that gamble, and pretty soon it becomes rampant.  Then I start nagging, and I hate nagging.  So on the first time, I warn them that what they are doing is actually in the category of defiance which should earn them a referral, or at least a detention.

Effective one-to-one programs transform classrooms into places where students are determining their own learning paths and taking responsibility for their progress. Before such transformations can take place, teachers must understand how to plan, lead, and manage personalized, one-to-one learning.

Seventy-seven percent of teachers admit that their teaching would be more effective if they did not have to spend so much time dealing with disruptive students (Public Agenda, 2004).

Forty percent of teachers spend more time keeping order than teaching (Johnson, 2004).

A Teacher To significantly enhance the educational experience leading to an enriched and rewarding life for all students Improve reading and writing skills Establish classroom management and discipline Integrate real-life experiences into the classroom Introduce real-life experiences outside the classroom Serve as an effective student-parent liaison Work collaboratively with administration and peers Possess strong academic credentials Have nine years of experience supported by excellent references

The number one tip I can give to any new teacher is to establish procedures from day one and stick them. Create procedures for everything. Throwing away trash, getting tissues, sharpening pencils, going to the bathroom, lining up, walking in the hallway, handing out paperwork, getting ready at the end of the day, settling before class, and anything else you can come up with. It might seem ridiculous to you, but after a couple times you suddenly realize that they are waiting to be told how to do something in a specific situation. This also significantly helps you with classroom management. Depending on your grade level, consider creating posters with important procedures so the students can reference them.” – Twenty two years, Illinois

The most skillful teachers know how to tolerate the ambiguity of experimentation. They also know when to step back and pretend they’re invisible. That’s why, whenever I observe in a classroom, I like to measure the ratio of “teacher talk” to “student talk.” When the ratio tips toward the students, it often means kids are testing their critical thinking skills. A noisier classroom is much harder to manage, but often more productive.

Learning is the major process of human adaptation. This concept of learning is considerably broader than that commonly associated with the school classroom. It occurs in all human settings, from schools to the workplace, from the research laboratory to the management board room, in personal relationships and the aisles of the local grocery…Therefore it encompasses other, more limited adaptive concepts such as creativity, problem solving, decision making, and attitude change that focus heavily on one or another basic aspects of adaptation.107

The Responsive Classroom approach creates an ideal environment for learning--every teacher should know about it.

It is not at all clear to the ascriptive scientist that every individual is a self. a self is something to be achieved by doing the hard and humbling work of self-experimentation, not something that one possesses solely by virtue of being biologically human. The “self-management” tools and techniques sup- plied by the psychological sciences of self-regulation and self-control become, within ascriptive science, personal technologies for the targeted transforma- tion of some counterproductive behavior. epistemic rationality is more than something to talk about in the arid confines of academic classrooms; it is a blueprint for a structured and more productive series of conversations with oneself.

I think mentoring is simply an inborn passion and not something you can learn in a classroom. It can only be mastered by observation and practice. I also realized that most mentees select you, and not the other way round. The mentor’s role is to create a sense of comfort so that people can approach you and hierarchy has no role to play in that situation. The mentee has to believe that when they share anything, they are sharing as an equal and that their professional well-being is protected, that they won’t be ridiculed or their confidentiality breached. As a mentor you have to create that comfort zone. It is somewhat like being a doctor or a psychiatrist, but mentoring does not necessarily have to take place only in the office. For example, if I was travelling I would often take along a junior colleague to meet a client. I made sure they had a chance to speak and then afterwards I would give them feedback and say, ‘You could have done this or that’. Similarly, if I observed somebody when they were giving a pitch or a talk, I would meet them afterwards or send them an e-mail to say ‘well done’ or coach them about how they could have done better. This trait of consciously looking for the bright spark amongst the crowd has paid me rich dividends. I spotted N. Chandrasekaran (Chandra), TCS’s current Chief Executive, when he was working on a project in Washington, DC in the early 1990s; the client said good things about him so I asked him to come and meet me. We took it from there. Similarly urging Maha and Paddy to move out of their comfort zones and take up challenging corporate roles was a successful move. From a leadership perspective I believe it is important to have experienced a wide range of functions within an organization. If a person hasn’t done a stint in HR, finance or operations, or in a particular geography or more than one vertical, they stand limited in your learning. A general manager needs to know about all functions. You don’t have to do a deep dive—a few months exploring a function is enough so long as you have an aptitude to learn and the ability to probe. This experience is very necessary today even from a governance perspective.

The Importance of Becoming Metacognitively Sophisticated as a Learner Whatever the reasons for our not developing accurate mental models of ourselves as learners, the importance of becoming sophisticated as a learner cannot be overemphasized. Increasingly, coping with the changes that characterize today’s world—technological changes, job and career changes, and changes in how much of formal and informal education happens in the classroom versus at a computer terminal, coupled with the range of information and procedures that need to be acquired—requires that we learn how to learn. Also, because more and more of our learning will be what Whitten, Rabinowitz, and Whitten (2006) have labeled unsupervised learning, we need, in effect, to know how to manage our own learning activities. To become effective in managing one’s own learning requires not only some understanding of the complex and unintuitive processes that underlie one’s encoding, retention, and retrieval of information and skills, but also, in my opinion, avoiding certain attribution errors. In social psychology, the fundamental attribution error (Ross, 1977) refers to the tendency, in explaining the behaviors of others, to overvalue the role of personality characteristics and undervalue the role of situational factors. That is, behaviors tend to be overattributed to a behaving individual’s or group’s characteristics and underattributed to situational constraints and influences. In the case of human metacognitive processes, there is both a parallel error and an error that I see as essentially the opposite. The parallel error is to overattribute the degree to which students and others learn or remember to innate ability. Differences in ability between individuals are overappreciated, whereas differences in effort, encoding activities, and whether the prior learning that is a foundation for the new learning in question has been acquired are underappreciated.

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Differentiated instruction theory reinforces the importance of effective classroom management and reminds teachers of meeting the challenges of effective organizational and instructional practices. Engagement is a vital component of effective classroom management, organization, and instruction. Therefore teachers are encouraged to offer choices of tools, adjust the level of difficulty of the material, and provide varying levels of scaffolding to gain and maintain learner attention during the instructional episode.

If they are looking for a rewarding long term business with a plumber to perform tasks There are many companies who are working to decide what kind of vocational schools, replacement or installation of higher education institutions. For your education initiative must be the only option that is able to provide intensive plumber work relevant by the classic Nationwide Plumbing Code. After completing the program, each providing accreditation to another relevant effort and hard work as a plumber. The program includes training in the relevant programs to install and configure resources. It also includes mechanical design, troubleshooting, piping plans and key ingredients. Bacteriology and sanitation is also part of an important program for plumbers exercise. Although few plumbing works carried out in the classroom, the most important part of the class exercise is comfortable on the stage. The most important bands in principle were supposed to be a plumber in the direction of the company to do the exercises. It is organized in such a way that the student really easy, because you need a plumber's apprentice as an assistant purchasing palms running plumbing parts training. The student gets serious compensated despite the hour discovery replacement rate. He always takes four-year students to get the name of the certificate. In this position, the plumber will be held against the craftsman marketing consultant. When the full study plumbing, plumber charges may choose the next action plan for the office or a plumber, or may be may decide to acquire its own plumber in person in the office. System officeholder has more tasks and also includes all However, more flexibility. He came to power to decide employment opportunities for leadership simply do not want to take, and it can also maintain services in other management plumbers enough to have a lot less work if you need a cute hat.

Most Christian teachers would profess to believe that their students are made in the image of God. . .Classroom practices, however, often reveal that students are not treated accordingly. They are not challenged to think through issues and carefully examine the various positions relevant to the issue. Instead they are simply given information as correct answers to be remembered and reproduced on a test or in some other written form. Rather than create an art project that reveals something about the way they view the world, they are given specific instructions for completing each step of the project and criticized, for example, if the trees are not green. While verbally teaching Johnny that he is an important person, a teacher may employ a learning model or classroom discipline system that clearly treats him as on object to be shaped and controlled by a system. . . (p18)

The findings suggest that the teachers should relax their control and allow the students more freedom to choose their own topics so as to generate more opportunities for them to participate in classroom interaction. Doing so might foster a classroom culture that is more open to students’ desire to explore the language and topics that do not necessarily conform to the rigid bounds of the curriculum and limited personal perspectives of the teachers (2010: 19). At the same time, this assumes a common denominator of shared community, a community of practice in which the learners all feel themselves to be members, with the rights and duties that such membership entails. This means the teacher needs to work, initially, on creating – and then sustaining – a productive classroom dynamic. Managing groups – including understanding, registering and facilitating their internal workings – is probably one of the teacher’s most important functions. But, whatever the classroom dynamic, there will still be learners who feel an acute threat to ‘face’ at the thought of speaking in another language. It’s not just a question of making mistakes, it’s the ‘infantilization’ associated with speaking in a second language – the sense that one’s identity is threatened because of an inability to manage and fine-tune one’s communicative intentions. As Harder (1980) argues, ‘the learner is not free to define his [sic] place in the ongoing [L2] interaction as he would like; he has to accept a role which is less desirable than he could ordinarily achieve’. Or, as he more memorably puts it: ‘In order to be a wit in a foreign language you have to go through the stage of being a half-wit – there is no other way.

You're a born storyteller,” I told him. It was part of his success as a teacher. He was a hardworking, interesting man who could pantomime and tell great stories. His elbow grease showed, as on the day he packed a trunk full of artifacts. Even disruptive students appreciated his hard work, and most of them acted accordingly. Role modeling significant effort was a key to successful classroom management.

Troy liked to describe himself as “the realist.” Refugee resettlement work attracted idealists who wanted to make the world a better place, but the job of a case manager was to be unabashedly pragmatic, as Troy saw it. You had to make a refugee’s dreams conform to the day- to- day reality of living in the United States, at the bottommost rung of the socioeconomic ladder. Prospective employers might be reluctant to hire people who spoke foreign languages, and the skills that refugees arrived with sometimes had no utility in the developed world. The streets of America were paved, but just with tarmac. You had to break it to the refugees gently, but they had to get the point, fast: They must surrender the vain illusion that from this point forward everything would be easy. Not at all. Everything was going to be brutally hard. It would be tough to find a decent place to live that they could afford; it would be difficult to find any kind of job, let alone one they might enjoy; learning English would be mind- bogglingly frustrating. Plus, nobody in this country would understand their story. They would feel so unrecognized, they might as well have become ghosts.

An excellent illustration of this notion comes from another intriguing experiment conducted on psychology students. In this case students were given, in advance of class, either a complete set of notes on the lecture for the day or a partial set of notes—one that consisted of “headings and titles of definitions and concepts, which required students to add information to complete the notes” (Cornelius & Owen-DeSchryver 2008, p. 8). So the students who received the full notes had the knowledge network for the day handed to them prior to class (through the course learning management system); the students who received the partial notes received only the frame of that knowledge network, and had to fill in the rest on their own. The students in both conditions performed comparably on the first two examinations for the course. On the third and final examinations, however, as the amount of course material increased and required deeper understanding, the students in the partial-notes condition outperformed their full-note peers. Especially relevant for the argument that connections improve comprehension, the students in the partial-notes condition outperformed their peers on conceptual questions on the final exam. As the authors explained, “On a [final] test that required knowledge of a large number of concepts, rote memorization was not feasible, so students who encoded the information by actively taking notes throughout the semester may have performed better because they had experienced better conceptual understanding” (p. 10). This experiment has obvious implications for classroom teaching, or even the creation of reading guides or lecture notes for an online courses. However, the important point for now is that the partial notes gave students an organized framework that enabled and encouraged them to see and make new connections on their own.

Methodology, on the other hand, is a more general term to characterize the classroom procedures and activities that teachers select – such as error correction, group work, or video viewing – and the way that these are managed, irrespective of the specific method that they subscribe to.

Without recognizing the belief behind the behavior, some adults react to the behavior with some kind of punishment, such as blaming, shaming, or inflicting physical pain. This kind of response only confirms a student’s belief that he or she doesn’t belong, creating a vicious cycle that leads to more misbehavior. In this cycle the student’s deep need for belonging, contribution, and skills is not being addressed at all.

The seeds of all violence is the (in)action of man.

Handout The Impact of Stress on Learning … When we experience strong emotions (fear, extreme sadness, anger, embarrassment, etc.), our bodies release the hormone Cortisol, known as the “stress hormone.” This activates the rapid, reflexive responses of the amygdala (located at the back part of the brain), and the thinking part of our brain (the prefrontal cortex where the executive function are), shuts down. Reasoning and decision-making become challenging, we have a hard time considering other people’s perspectives, and we have a harder time accessing our memory. The brain goes into survival mode, which is often experienced as fight, flight, or freeze. Without calm: No learning can take place No problems can be solved Empathy for others becomes difficult

The purchasing of technology is so decentralized (especially in a large district like mine), that there are often purchases made in haste that neglect to cross-reference the preexistent resources.

You said to get involved with people, that I can’t learn about connections in a vacuum.” I agreed. “So what’s not working?” She pulled a long list from her purse. “This,” Linda said, “is a list I put together of all the involvements I’ve had in the past few months. And nothing’s happening.” I read the list, which looked something like this: Dancing lessons: ballroom, disco, and line Sports: sailing, rollerblading, golf, and tennis Music: opera, modern, and piano lessons Art: ceramics and museums Spiritual: Bible study, worship, and missions Career: Ongoing training, night school to earn an MBA “What are you grinning at?” Linda asked me. I wasn’t even aware I was smiling. I told her, “This is a proud moment for me. I’ve never met a real live renaissance woman.” “Now I’m really confused,” Linda said. I explained, “Linda, this is the most well-rounded, comprehensive, and exhausting list I’ve ever seen. I can’t imagine how you can even get up in the mornings. But it’s not solving your problem. “These are all great activities, designed to develop you and help you in your life. But each of them is primarily functional, rather than relational. Their goal is competence in some skill, or recreation, or learning more about God’s creation. But relationship isn’t the goal. These are ‘doing’ things, not ‘connecting’ things.” Linda started to get it. “You know, I’ve noticed that I am talking to people at these activities. But all the talk is about tennis or management theories. I’ve wondered when someone in the classroom was going to ask me about my emotional and spiritual life.” “Don’t hold your breath,” I said.

Kripalu Yoga in Schools (KYIS) was developed to empower adolescents to learn social and emotional skills such as stress management, emotion and behavior regulation, self-appreciation, self-confidence, and relationships skills.

Another program that evolved from the Cultivating Emotional Balance project is Stress Management and Relaxation Techniques (SMART) in Education, an eight-week, 11-session program that involves after-school or evening sessions for a total of 36 contact hours. With the support of the Impact Foundation, this program was developed by Margaret Cullen, a licensed therapist, MBSR instructor, one of the developers of CEB, and a primary facilitator for CEB research.

It should be obvious but I’ve never met anyone that is able to perceive incompetent managers and lack of corporate integrity as the main causes for incompetent workers and poor results in productivity. And by the way, the exact same principles apply to Universities, but I've also never met students capable of questioning their teachers as they should, or teachers that aren't afraid to be questioned regarding their own integrity. It's really easy to talk bullshit in a classroom using social status, certificates and books as backbone for credibility but hard to face accountability for the words one vomits out of his brain without ever trying to digest them with a stomach for confrontation with realism. If anything useful I learned in college, as both student and lecturer, is that my teachers and coworkers were a bunch of arrogant cocksuckers feeding on the illusion that their reputation makes them who they are. Their self-delusion makes them pathetic. And the only thing they ever produced were pathetic students.

Consider all the behavior problems you have faced in your career. How many of them would you chalk up to students' lack of impulse control? How many were due to their inability to think through their actions before committing to them? How many occurred because an adult wasn't close by to stop the students from acting out? When students can't self-regulate, problems are likely to follow.

Classroom rules, procedures, and expectations are transmitted to students through a cluster of behaviors known collectively as teacher sensitivity (Allen et al., 2013).

a time when students would benefit developmentally from close relationships with teachers, the size and structure of middle schools often does not facilitate a sense of connectedness and may instead lead to greater feelings of alienation. In middle schools, students have multiple teachers and spend limited time each day with any one teacher. Furthermore, the emphasis in many middle schools is on management and control rather than on supporting students’ social and emotional needs. This can make it even more difficult for teachers and students to develop these connections.

The impersonal and evaluative nature of middle schools fails to support adolescents’ increasing need for relatedness. In addition, many middle schools emphasize managing and controlling student behavior over supporting students’ need for autonomy.

Team Obama joined the fight against teachers unions from day one: the administration supported charter schools and standardized tests; they gave big grants to Teach for America. In Jonathan Alter’s description of how the administration decided to take on the matter, it is clear that professionalism provided the framework for their thinking. Teachers’ credentials are described as somewhat bogus; they “often bore no relationship to [teachers’] skills in the classroom.” What teachers needed was a more empirical form of certification: they had to be tested and then tested again. Even more offensive to the administration was the way teachers’ unions had resisted certain accountability measures over the years, resulting in a situation “almost unimaginable to professionals in any other part of the economy,” as Alter puts it.15 As it happens, the vast majority of Americans are unprofessional: they are the managed, not the managers. But people whose faith lies in “cream rising to the top” (to repeat Alter’s take on Obama’s credo) tend to disdain those at the bottom. Those who succeed, the doctrine of merit holds, are those who deserve to—who race to the top, who get accepted to “good” colleges and get graduate degrees in the right subjects. Those who don’t sort of deserve their fates. “One of the challenges in our society is that the truth is kind of a disequalizer,” Larry Summers told journalist Ron Suskind during the early days of the Obama administration. “One of the reasons that inequality has probably gone up in our society is that people are being treated closer to the way that they’re supposed to be treated.”16 Remember, as you let that last sentence slide slowly down your throat, that this was a Democrat saying this—a prominent Democrat, a high-ranking cabinet official in the Clinton years and the man standing at the right hand of power in the first Obama administration.* The merit mind-set destroyed not only the possibility of real action against inequality; in some ways it killed off the hopes of the Obama presidency altogether. “From the days of the 2008 Obama transition team offices, it was clear that the Administration was going to be populated with Ivy Leaguers who had cut their teeth, and filled their bank accounts, at McKinsey, Goldman Sachs and Citigroup,” a labor movement official writes me. The President, who was so impressed with his classmates’ intelligence at Harvard and Columbia, gave them the real reins of power, and they used those reins to strangle him and his ambition of being a transformative President. The overwhelming aroma of privilege started at the top and at the beginning.… It reached down deep into the operational levels of government, to the lowest-level political appointees. Our members watched this process unfold in 2009 and 2010, and when it came time to defend the Obama Administration at the polls in 2010, no one showed up. THE

Maya’s face as though wondering what to tell her. ‘It’s just I know they weren’t always happy, and I did once wonder if they’d have stayed together… There was something my husband, George, said when you were first in my maths class. As you know, he taught the other year one class at your primary school and mentioned how once he’d had to break up an argument between your parents when they were waiting to pick you up from school. It must have been pretty heated for him to remember it after all that time – he wasn’t one to gossip. Apparently, Mrs Lyons wouldn’t let you out of your classroom until George had managed to calm them down.’ Maya feels her stomach clench. ‘All couples argue.’ ‘I know.’ Mrs Ellis pats her hand. ‘And that’s why you mustn’t worry about it. It was a long time ago, anyway.’ The bus is stopping. Bending to her bag, Mrs Ellis moves it so that it’s not in the way of the people getting on. ‘But if you ever feel you want to spread your wings, you mustn’t feel your dad would be on his own. He’s a grown man, and you can’t make him your responsibility. I’m sure he has friends, neighbours, even work colleagues who would keep an eye on him. Doesn’t he have his own private practice in Lyme Regis?’ ‘Yes, but it’s not the same. He needs me.’ Maya’s voice slips away, so it’s barely a whisper. ‘Yes, he needs me. It’s why I couldn’t go to university.’ She doesn’t want to talk about that time for, although her dad had been encouraging when she’d first told him she was applying, a week after the forms were filled in, a cloud had settled over him. One that was darker than previous ones. Maya had tempted him with his favourite food, enticed him out for healing walks along the clifftop, but nothing she’d done could lift it. Eventually, telling herself it was because of what she’d done, she’d deleted her application from the computer. When her dad had found out and asked why she’d done it, she’d told him it was because she couldn’t face more studying. Would rather earn a living. Whether he’d believed her or not, she couldn’t say. What she did know was that he’d never tried to change her mind. ‘Do you like your job, Maya?’ Maya lowers her eyes and studies her hands. It’s something she hasn’t given much thought to. Her job is just something she does to get through

Innovations are happening in conventional schooling. Some people will read the chapters to come and respond that their own children’s schools are incorporating evidence-based changes, making them more like Montessori schools—eliminating grades, combining ages, using a lot of group work, and so on. One could take the view that over the years, conventional schooling has gradually been discovering and incorporating many of the principles that Dr. Montessori discovered in the first half of the 20th century. However, although schooling is changing, those changes are often relatively superficial. A professor of education might develop a new reading or math program that is then adopted with great fanfare by a few school systems, but the curricular change is minute relative to the entire curriculum, and the Lockean model of the child and the factory structure of the school environment still underlie most of the child’s school day and year. “Adding new ‘techniques’ to the classroom does not lead to the developmental of a coherent philosophy. For example, adding the technique of having children work in ‘co-operative learning’ teams is quite different than a system in which collaboration is inherent in the structure” (Rogoff, Turkanis, & Bartlett, 2001, p. 13). Although small changes are made reflecting newer research on how children learn, particularly in good neighborhood elementary schools, most of the time, in most U.S. schools, conventional structures predominate (Hiebert, 1999; McCaslin et al., 2006; NICHD, 2005; Stigler, Gallimore, & Hiebert, 2000), and observers rate most classes to be low in quality (Weiss, Pasley, Smith, Banilower, & Heck, 2003). Superficial insertions of research-supported methods do not penetrate the underlying models on which are schools are based. Deeper change, implementing more realistic models of the child and the school, is necessary to improve schooling. How can we know what those new models should be? As in medicine, where there have been increasing calls for using research results to inform patient treatments, education reform must more thoroughly and deeply implement what the evidence indicates will work best. This has been advocated repeatedly over the years, even by Thorndike. Certainly more and more researchers, educators, and policy makers are heeding the call to take an evidence-based stance on education. Yet the changes made thus far in response to these calls have not managed to address to the fundamental problems of the poor models. The time has come for rethinking education, making it evidence based from the ground up, beginning with the child and the conditions under which children thrive. Considered en masse, the evidence from psychological research suggests truly radical change is needed to provide children with a form of schooling that will optimize their social and cognitive development. A better form of schooling will change the Lockean model of the child and the factory structure on which our schools are built into something radically different and much better suited to how children actually learn.

Write in order to achieve their best work »​Manage their ongoing development through regular self-assessment and reflection opportunities »​Pursue creative writing topics of their own choosing »​Experiment with narrative techniques most important to them »​Grow in confidence as writers

From coloured report cards to track children who are repeatedly disrupting to names on the board, there are dangers lurking everywhere. The key to managing your classroom is to know your counter-intuitives and refuse to be drawn by them.

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You Are So Wonderful You lay bare your brain for others to learn Great lessons you always share From you, there is so much to hear Your head is crowned with wisdom You show the world how things are done I call your name with pride My love for you I cannot hide You have a heart that is never weak It does not break, it only bends When you land into hardships You find a way to rise You manage to put on a smile Stand back up and walk another mile Despite any pain life I am yet to meet someone of your calibre With so much courage to endure And the patent instincts of a survivor Oh, woman of valour! You need no stamp of approval from anyone Because victory is your birth right Superwoman, you are so wonderful

You Have Done Your Best A token of appreciation for an amazing Mother I remember our expectations of you We knew you would take care of us Yet we forgot you had your needs too We never thought in our little minds You could be sad sometimes Or be happy at other times You were good at hiding your emotions Because you were always in motion Making sure we had provision Oh, Mother, yours was a great vision To you, we were the priority You wanted to see us prosper To date, we still wonder How one could be so selfless That about her own life, she cared less Through you, we were so blessed We sometimes look back and are amazed At how you managed to make things happen We still do not have the answers All we know is that you have done your best!

I came to the realization that nearly all the social and emotional behaviors students need to learn are best developed through effective classroom management, group and partner work, and questioning.

At the heart of what determines a person’s behaviors related to self-awareness, self-management, responsible decision making, relationship skills, and social awareness is their belief system. This includes both their conscious and unconscious belief systems. Becoming self-aware of these beliefs is a prerequisite to changing a person’s social-emotional behaviors. As educators, we can best help our students by working to understand our belief systems as well as those of our students, our teaching team, our school, and the parents and guardians of our students.

Thus, teachers need to have cultural awareness and to work to understand the different cultures and expectations that students bring to the classroom and, as important, they need to understand the cultures they are creating.

Teachers sometimes view students with disabilities who act out because of their disorder as oppositional and defiant. Teachers who understand the cycle of fear, avoidance, stress, and escape (FASE) understand what “saving FASE” means. Teachers learn not to react to the behavior but to the underlying cause of the behavior. Teachers who understand FASE recognize that all human behavior sends a message. By looking for the message and reframing the behavior as a way of communicating, teachers can see the oppositional behaviors, frequent trips to the nurse, being unprepared for class, and frequent absences as attempts to avoid the shame of underperforming in the classroom (Schultz, 2011, pp. 137-142). For teachers to have success with managing their classrooms, it is imperative for them to understand that the students are not unmotivated or oppositional, but are sending a message about their need for help.

The recommended time from most experts is 10 minutes per grade level, maxing out at 80 minutes for middle school and two hours for high school. Beyond that amount of time, homework does not have an appreciable positive impact on academics and may result in a negative attitude toward school (Xu, 2013, pp. 97-100).

As educators, we can best help our students by working to understand our belief systems as well as those of our students, our teaching team, our school, and the parents and guardians of our students.

Recent research has found that when empathy and trust-building become part of the disciplinary approach of the entire school, relationships improve and suspensions drop by as much as half in some schools. (Okonofua, J. A. et al., 2016)

Jennings’ and Greenberg’s Prosocial Classroom Model suggests that teachers’ social-emotional competence and well-being affect the classroom management strategies they use, the relationships they form with students, and their ability to implement SEL programs and practices. These factors, in turn, can contribute to a healthy classroom climate that then leads to students’ own academic and SEL success (from Schonert-Reichel, K. 2017, pp. 137-155).

Educators’ lives are filled with opportunities to develop their own social awareness during student and adult interactions. They participate in work groups, such as co-teaching, professional learning programs, faculty meetings, team meetings, data analysis teams, developing common assessments, lesson-study groups, and curriculum development committees. The checklist in the figure below can be modified to fit any type of group activity. It can be reviewed by the supervisor or coach and the educator prior to the activity. After the activity, the educator can be asked to confidentially self-assess his or skills, thereby increasing self-awareness of his/her relationship skills and self-management skills.

Deci and Ryan identified three key human needs—competence, autonomy, and relatedness or personal connection. Students feel a sense of relatedness when they perceive that their teachers like, value, and respect them. They feel competent when they work at challenging tasks (Tough, 2013, pp. 74-5). These three feelings are far more effective motivators for students than “a deskful of gold stars and blue ribbons.” Deci and Ryan recognize that throughout the day, teachers convey to their students “deep messages about belonging, connection, ability, and opportunity” (quoted by Tough, 2013).

It is far more effective to arrange classroom furniture and move about the room while teaching in ways that ensures proximity to all students at various points in the lesson. This movement will proactively decrease acting-out behavior, rather than putting teachers in the position of reactively responding to inappropriate behavior. Marzano states that “desk arrangements should provide access to any student within four steps from where the teacher spends most of his time” (2007, p. 121). Students’ social-emotional development can be improved by proactively setting up the room for student academic and behavioral success. As we saw in the cycles of deficit mindset and growth mindset in Chapter 1, the fewer instances when we need to address misbehavior, the more we can affirm appropriate behavior, and the more likely we are to reverse the cycle of deficit mindset. Room arrangement and teacher proximity is an important first step in creating a positive learning environment.

4​Jones’s research (2007, p. 187) indicates that 80 percent of the student misbehavior in classrooms is students talking to their neighbors. Think how much easier classroom management would be if we could do away with this one behavior!

A good relationship between the student and the teacher is a strong motivator for positive behavior and academic achievement.

Impactful relationship is a term we coined for adult relationships that can positively “impact” a student’s academic success, social awareness, self-awareness, decision making, relationship skills, and self-management skills. These relationships result in the student having great respect for a person and valuing this person’s opinions and advice.