Instructional Supervision Quotes

Mrs Loudon was even more successful than her husband thanks to a single work, Practical Instructions in Gardening for Ladies, published in 1841, which proved to be magnificently timely. It was the first book of any type ever to encourage women of elevated classes to get their hands dirty and even to take on a faint glow of perspiration. This was novel almost to the point of eroticism. Gardening for Ladies bravely insisted that women could manage gardening independent of male supervision if they simply observed a few sensible precautions – working steadily but not too vigorously, using only light tools, never standing on damp ground because of the unhealthful emanations that would rise up through their skirts.

Click, hum, click, hum, click, hum. Click, click, click, click, click, hum. Hmmm. A low-level supervising program woke up a slightly higher-level supervising program deep in the ship’s semisomnolent cyberbrain and reported to it that whenever it went click all it got was a hum. The higher-level supervising program asked it what it was supposed to get, and the low-level supervising program said that it couldn’t remember what it was meant to get, exactly, but thought it was probably more of a sort of distant satisfied sigh, wasn’t it? It didn’t know what this hum was. Click, hum, click, hum. That was all it was getting. The higher-level supervising program considered this and didn’t like it. It asked the low-level supervising program what exactly it was supervising and the low-level supervising program said it couldn’t remember that either, just that it was something that was meant to go click, sigh every ten years or so, which usually happened without fail. It had tried to consult its error look-up table but couldn’t find it, which was why it had alerted the higher-level supervising program of the problem. The higher-level supervising program went to consult one of its own look-up tables to find out what the low-level supervising program was meant to be supervising. It couldn’t find the look-up table. Odd. It looked again. All it got was an error message. It tried to look up the error message in its error message look-up table and couldn’t find that either. It allowed a couple of nanoseconds to go by while it went through all this again. Then it woke up its sector function supervisor. The sector function supervisor hit immediate problems. It called its supervising agent, which hit problems too. Within a few millionths of a second virtual circuits that had lain dormant, some for years, some for centuries, were flaring into life throughout the ship. Something, somewhere, had gone terribly wrong, but none of the supervising programs could tell what it was. At every level, vital instructions were missing, and the instructions about what to do in the event of discovering that vital instructions were missing, were also missing. Small modules of software—agents—surged through the logical pathways, grouping, consulting, regrouping. They quickly established that the ship’s memory, all the way back to its central mission module, was in tatters. No amount of interrogation could determine what it was that had happened. Even the central mission module itself seemed to be damaged. This made the whole problem very simple to deal with, in fact. Replace the central mission module. There was another one, a backup, an exact duplicate of the original. It had to be physically replaced because, for safety reasons, there was no link whatsoever between the original and its backup. Once the central mission module was replaced it could itself supervise the reconstruction of the rest of the system in every detail, and all would be well.

I finish processing the pistachio paste with the lid fully on, and Benny starts piping his batter onto a cookie sheet in neat little circles, giving me further instruction as he goes. The rest of the prep goes off pretty smoothly. He supervises cream production while the cookie parts of the macaron bake, and both finish almost simultaneously. While the cookies are cooling, the camera keeps rolling. Margie and Charlie are talking with each other and not really paying attention, so Benny and I both relax a bit. We use the time to pick at the cookies with air bubbles that cracked while baking, popping little bites in our mouths. They are light, sweet, and delicious.

On June 23 the Detroit Free Press printed Jimmy’s last letter to the editor under the title “Race: The Issue Isn’t Black and White.” This letter said: It is no longer useful to look at the racial climate of this country only in terms of black and white. People from more than 100 ethnic groups live here. By 2040 European Americans and African Americans will be among the many minorities who make up the United States. Blacks in Detroit are a majority; they need to stop thinking like a minority or like victims. Both African Americans and European Americans should be thinking of how to integrate with Detroiters of Latino and Arab descent. To the very end Jimmy was striking out at two of his favorite targets: racial (or what he called biological) thinking, and blacks viewing themselves as a minority. When Ossie and Ruby stopped by to see us in June, he met them at the door with a three-page memo suggesting things for them to work on. The next week Ruby sent him a big batch of rich dark gingerbread that she had baked. A few weeks before his death he called Clementine to alert her to the killing of children that was going on in Liberia and to instruct her how to intervene. A few days later he spoke at a Detroit Summer gathering. The next day he went out with a friend (without his oxygen tank) to supervise the moving of a refrigerator. The week before he died he did a two-hour interview with a local radio reporter. Up to two days before his death, he was grooming himself as carefully as always. Then, suddenly on Tuesday night, July 20, he began to stumble, sat down in a bedroom chair, and never got up or spoke again. I was all alone and wasn’t sure what I should do. There didn’t seem to be any point in calling anybody. So I kept stroking him and saying to him over and over: You are a helluva guy. You raised a whole lot of hell—and a helluva lot of questions. You made a helluva lot of friends—and a helluva lot of enemies. You had a helluva lot of ideas— And wrote a helluva lot of books and pamphlets. You made a helluva lot of difference to a helluva lot of people.

I was also really fortunate at Eton to have had a fantastic housemaster, and so much of people’s experience of Eton rests on whether they had a housemaster who rocked or bombed. I got lucky. The relationship with your housemaster is the equivalent to that with a headmasterat a smaller school. He is the one who supervises all you do, from games to your choice of General Certificate of Secondary Education (GCSE), and without doubt he is the teacher who gets to know you the best--the good and the bad. In short, they are the person who runs the show. Mr. Quibell was old-school and a real character--but two traits made him great: he was fair and he cared. And as a teenager those two qualities really matter to one’s self-esteem. But, boy, did he also get grief from us. Mr. Quibell disliked two things: pizzas and the town of Slough. Often, as a practical joke, we would order a load of Slough’s finest pizzas to be delivered to his private door; but never just one or two pizzas--I am talking thirty of them. As the delivery guy turned up we would all be hidden, peeping out of the windows, watching the look of both horror, then anger, as Mr. Quibell would send the poor delivery man packing, with firm instructions never to return. The joke worked twice, but soon the pizza company got savvy.

It was a surprisingly peaceful day. Cody and Astor stayed in their separate rooms, slopping paint over almost everything, every now and then even getting some on the walls, where it was supposed to go. Rita painted the kitchen and then the dining room, running back and forth between roller strokes to supervise Cody and Astor, and Lily Anne stayed in her playpen in what would someday be our family room, yelling instructions. I worked around the outside of the house, pulling weeds, painting trim, and discovering two fire ant nests the hard way, by stepping on them. I found a few other things even less pleasant—apparently there was a very big dog living in our new neighborhood. Luckily, there was a hose still hooked up to the side yard’s faucet.

I also quickly came to appreciate the importance of watching what’s said around clients. When clients make unexpected requests for legal advice – as they often do – I learned that it was better to tell them I’d get back to them with an answer, and go away, research the question, and consult with a supervising attorney, rather than firing back an answer off-the-cuff. A friend of mine at another firm told me a story that illustrates the risks of saying too much. It seems an insurance company had engaged my friend’s California-based firm to help in defending against an environmental claim. This claim entailed reviewing huge volumes of documents in Arizona. So my friend’s firm sent teams of associates to Arizona, all expenses paid, on a weekly basis. Because the insurance company also sent its own lawyers and paralegals, as did other insurance companies who were also defendants in the lawsuit, the document review facility was often staffed with numerous attorneys and paralegals from different firms. Associates were instructed not to discuss the case with anyone unless they knew with whom they were speaking. After several months of document review, one associate from my friend’s firm abandoned his professionalism and discretion when he began describing to a young woman who had recently arrived at the facility what boondoggles the weekly trips were. He talked at length about the free airfare, expensive meals, the easy work, and the evening partying the trips involved. As fate would have it, the young woman was a paralegal working for the insurance company – the client who was paying for all of his “perks” – and she promptly informed her superiors about his comments. Not surprisingly, the associate was fired before the end of the month. My life as an associate would have been a lot easier if I had delegated work more freely. I’ve mentioned the stress associated with delegating work, but the flip side of that was appreciating the importance of asking others for help rather than doing everything myself. I found that by delegating to paralegals and other staff members some of my more tedious assignments, I was free to do more interesting work. I also wish I’d given myself greater latitude to make mistakes. As high achievers, law students often put enormous stress on themselves to be perfect, and I was no different. But as a new lawyer, I, of course, made mistakes; that’s the inevitable result of inexperience. Rather than expect perfection and be inevitably disappointed, I’d have been better off to let myself be tripped up by inexperience – and focus, instead, on reducing mistakes caused by carelessness. Finally, I tried to rely more on other associates within the firm for advice on assignments and office politics. When I learned to do this, I found that these insights gave me either the assurance that I was using the right approach, or guidance as to what the right approach might be. It didn’t take me long to realize that getting the “inside scoop” on firm politics was crucial to my own political survival. Once I figured this out, I made sure I not only exchanged information with other junior associates, but I also went out of my way to gather key insights from mid-level and senior associates, who typically knew more about the latest political maneuverings and happenings. Such information enabled me to better understand the various personal agendas directing work flow and office decisions and, in turn, to better position myself with respect to issues and cases circulating in the office.

A school’s core instruction in behavior should result in at least 80 percent of students being able to articulate what is expected of them, because these behaviors have been taught, actively supervised, practiced, and acknowledged.

You can see the all-encompassing play-crushing power of safetyism in figure 3.10, sent to me by a friend in Berkeley, California. The administrators at this elementary school don’t trust their students to play tag without adult guidance, because . . . what if there’s a dispute? What if someone is excluded? The school offers similarly inane lists of instructions and prohibitions to help children play other games. In the rules for playing touch football, the sign says football can only be played if an adult is supervising and refereeing the game. The administrators seem to be committed to preventing the sorts of conflicts that are inherent in human interaction, and that would teach children how to manage their own affairs, resolve differences, and prepare for life in a democratic society.

Discipline in prisons is frequently confounded with punishment. Punishment or deprivations are sometimes necessary to hold some men in line, but the measures taken to instruct and train men are more important. Discipline is systematic training to secure submission to authority. The value of discipline is the respect it induces in individuals and the resultant good order of the group. When discussing the discipline for prisoners we should keep in mind the purpose of the prison. Alcatraz is reserved by the government for perplexing problem prisoners and organized on the basis of maximum security with every precaution taken to insure safekeeping of prisoners and to prevent the possibility of escape. Privileges are limited, supervision is strict, routine is exacting, discipline is firm, but there is no cruelty or undue harshness, and we insist upon decent regard for the humanities.

deliver a set of simplistic messages about what needs fixing. This kind of practice is antithetical to the purposes of instructional rounds and profoundly anti-professional. (p. 4)

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