Learners Performance Quotes

it is difficult to accept that the best learning road is slow, and that doing poorly now is essential for better performance later. It is so deeply counterintuitive that it fools the learners themselves,

If you were to visit a dozen talent hotbeds tomorrow, you would be struck by how much time the learners spend observing top performers.

Feedback functions formatively only if the information fed back to the learner is used by the learner in improving performance.

Above all, the most basic message is that teachers and students must avoid interpreting current performance as learning. Good performance on a test during the learning process can indicate mastery, but learners and teachers need to be aware that such performance will often index, instead, fast but fleeting progress.

Tool,” William said,...."As in a device to perform or facilitate mechanical or manual labor?” “That’s right Encyclopedia Britannica. Or in layman’s terms: screwdriver, hammer—” “How about a wrench,” William interrupted,“ — "You’ve got a quick learner on your hands, Bryn,” Paul said .... “Sure, wrench works just fine as well,” ... “Whatever blows your skirt up buddy.” ... “Well a wrench would come in handy right now,” William mused. “Because you definitely have a couple screws loose.

See yourself as a learner rather than a performer. Performers look to get things right. Learners focus on improving their abilities.

One giver is greater than a thousand takers. One earner is greater than a thousand beggars. One achiever is greater than a thousand quitters. One performer is greater than a thousand complainers. One learner is greater than a thousand teachers. One creator is greater than a thousand imitators. One leader is greater than a thousand followers. One thinker is greater than a thousand dreamers. One conqueror is greater than a thousand warriors. One master is greater than a thousand amateurs. One encourager is greater than a thousand haters. One victor is greater than a thousand failures.

in 2015 Ernst & Young professional services in the United Kingdom removed degree classification from its hiring criteria, citing a lack of evidence that university success correlated with job performance.

Leaders instill courage in the hearts of those who follow. This rarely happens through words alone. It generally requires action. It goes back to what we said earlier: Somebody has to go first. By going first, the leader furnishes confidence to those who follow. As a next generation leader, you will be called upon to go first. That will require courage. But in stepping out you will give the gift of courage to those who are watching. What do I believe is impossible to do in my field, but if it could be done would fundamentally change my business? What has been done is safe. But to attempt a solution to a problem that plagues an entire industry - in my case, the local church - requires courage. Unsolved problems are gateways to the future. To those who have the courage to ask the question and the tenacity to hang on until they discover or create an answer belongs the future. Don’t allow the many good opportunities to divert your attention from the one opportunity that has the greatest potential. Learn to say no. There will always be more opportunities than there is time to pursue them. Leaders worth following are willing to face and embrace current reality regardless of how discouraging or embarrassing it might be. It is impossible to generate sustained growth or progress if your plan for the future is not rooted in reality. Be willing to face the truth regardless of how painful it might be. If fear causes you to retreat from your dreams, you will never give the world anything new. it is impossible to lead without a dream. When leaders are no longer willing to dream, it is only a short time before followers are unwilling to follow. Will I allow my fear to bind me to mediocrity? Uncertainty is a permanent part of the leadership landscape. It never goes away. Where there is no uncertainty, there is no longer the need for leadership. The greater the uncertainty, the greater the need for leadership. Your capacity as a leader will be determined by how well you learn to deal with uncertainty. My enemy is not uncertainty. It is not even my responsibility to remove the uncertainty. It is my responsibility to bring clarity into the midst of the uncertainty. As leaders we can afford to be uncertain, but we cannot afford to be unclear. People will follow you in spite of a few bad decisions. People will not follow you if you are unclear in your instruction. As a leader you must develop the elusive skill of leading confidently and purposefully onto uncertain terrain. Next generation leaders must fear a lack of clarity more than a lack of accuracy. The individual in your organization who communicates the clearest vision will often be perceived as the leader. Clarity is perceived as leadership. Uncertainty exposes a lack of knowledge. Pretending exposes a lack of character. Express your uncertainty with confidence. You will never maximize your potential in any area without coaching. It is impossible. Self-evaluation is helpful, but evaluation from someone else is essential. You need a leadership coach. Great leaders are great learners. God, in His wisdom, has placed men and women around us with the experience and discernment we often lack. Experience alone doesn’t make you better at anything. Evaluated experience is what enables you to improve your performance. As a leader, what you don’t know can hurt you. What you don’t know about yourself can put a lid on your leadership. You owe it to yourself and to those who have chosen to follow you to open the doors to evaluation. Engage a coach. Success doesn’t make anything of consequence easier. Success just raises the stakes. Success brings with it the unanticipated pressure of maintaining success. The more successful you are as a leader, the more difficult this becomes. There is far more pressure at the top of an organization than you might imagine.

One of the most intriguing ideas in the developmental sciences over the past decades is the phenomenon of the “J-shaped curve.”19 While observing children learning to master new skills in dozens of domains (math, writing, the arts), psychologists noticed a surprising pattern: as a learner struggles to master difficult new challenges, there is often an initial decline in skill. Errors are made on tasks that previously seemed easy, and the learner feels more “stupid” than ever before. This is the dip that forms the middle part of the “J.” But it turns out that the “stupid mistakes,” in retrospect, were nothing more than growth errors. Once the learner gets past the dip, performance rises rapidly to new heights.

Finally, (and controversially) there might be a case – in monolingual classes – for allowing the learners to conduct some speaking activities, initially at least, in their mother tongue. Allowing learners to use their L1 in the interests of promoting talk and a sense of community may well be a necessary stage in the transition from a monolingual (L1) through a bilingual (L1 and L2) to finally a monolingual (L2) culture again. Certainly, if students are not used to having conversations in the classroom (in whatever language), they may become more disposed to the idea if there is an initial transition period of ‘L1 permissiveness’, or if tasks are first performed in the L1 (as a kind of rehearsal) before moving into the L2.

Possible explanations for talented language learning fall into two general areas. One view says: What matters is a person's sense of mission and dedication to language learning. You don't need to describe high performers as biologically exceptional, because what they do is a product of practice. Anyone can become a foreign-language expert - even an adult. (...) The other view says: Something neurological is going on. We may not know exactly what the mechanisms are, but we can't explain exceptional outcomes fully through training or motivation.

sociocultural theory views speaking and thinking as tightly interwoven. Speaking (and writing) mediates thinking, which means that people can gain control over their mental processes as a consequence of internalizing what others say to them and what they say to others. This internalizing is thought to occur when an individual interacts with an interlocutor within his or her zone of proximal development (ZPD)—that is, in a situation in which the learner can perform at a higher level because of the support (scaffolding) offered by an interlocutor.

Sometimes,” she told me, “a girl will give a guy a blow job at the end of the night because she doesn’t want to have sex with him and he expects to be satisfied. So if I want him to leave and I don’t want anything to happen . . .” She trailed off, leaving me to imagine the rest. There was so much to unpack in that short statement: why a young man should expect to be sexually satisfied; why a girl not only isn’t outraged, but considers it her obligation to comply; why she doesn’t think a blow job constitutes “anything happening”; the pressure young women face in any personal relationship to put others’ needs before their own; the potential justification of assault with a chaser of self-blame. “It goes back to girls feeling guilty,” Anna said. “If you go to a guy’s room and are hooking up with him, you feel bad leaving him without pleasing him in some way. But, you know, it’s unfair. I don’t think he feels badly for you.” In their research on high school girls and oral sex, April Burns, a professor of psychology at City University of New York, and her colleagues found that girls thought of fellatio kind of like homework: a chore to get done, a skill to master, one on which they expected to be evaluated, possibly publicly. As with schoolwork, they worried about failing or performing poorly—earning the equivalent of low marks. Although they took satisfaction in a task well done, the pleasure they described was never physical, never located in their own bodies. They were both dispassionate and nonpassionate about oral sex—socialized, the researchers concluded, to see themselves as “learners” in their encounters rather than “yearners.” The concern with pleasing, as opposed to pleasure, was pervasive among the girls I met, especially among high schoolers, who were just starting sexual experimentation.

In their writing on education, Deci and Ryan proceed from the principle that humans are natural learners and children are born creative and curious, “intrinsically motivated for the types of behaviors that foster learning and development.” This idea is complicated, however, by the fact that part of learning anything, be it painting or programming or eighth-grade algebra, involves a lot of repetitive practice, and repetitive practice is usually pretty boring. Deci and Ryan acknowledge that many of the tasks that teachers ask students to complete each day are not inherently fun or satisfying; it is the rare student who feels a deep sense of intrinsic motivation when memorizing her multiplication tables. It is at these moments that extrinsic motivation becomes important: when behaviors must be performed not for the inherent satisfaction of completing them, but for some separate outcome. Deci and Ryan say that when students can be encouraged to internalize those extrinsic motivations, the motivations become increasingly powerful. This is where the psychologists return to their three basic human needs: autonomy, competence, and relatedness. When teachers are able to create an environment that promotes those three feelings, they say, students exhibit much higher levels of motivation. And how does a teacher create that kind of environment? Students experience autonomy in the classroom, Deci and Ryan explain, when their teachers “maximize a sense of choice and volitional engagement” while minimizing students’ feelings of coercion and control. Students feel competent, they say, when their teachers give them tasks that they can succeed at but that aren’t too easy — challenges just a bit beyond their current abilities. And they feel a sense of relatedness when they perceive that their teachers like and value and respect them.

For example, in Spain, the Barcelona Age Factor (BAF) project studied the effects of changing the age of beginning to teach English to Catalan/Spanish bilingual students. When the starting age for teaching English was lowered, Carmen Muñoz and her colleagues took advantage of the opportunity to compare the learning outcomes for students who had started learning at different ages. They were able to look at students’ progress after 100, 416, and 726 hours of instruction. Those who had begun to learn later (aged 11, 14, or 18+) performed better on nearly every measure than those who had begun earlier (aged 8). This was particularly true of measures based on metalinguistic awareness or analytic ability. On listening comprehension, younger starters showed some advantages. Muñoz suggests that this may be based on younger learners’ use of a more implicit approach to learning while older learners’ advantages may reflect their ability to use more explicit approaches, based on their greater cognitive maturity. She points out that, in foreign language instruction, where time is usually limited, ‘younger learners may not have enough time and exposure to benefit fully from the alleged advantages of implicit learning’ (Muñoz 2006: 33).

In 2009, Kahneman and Klein took the unusual step of coauthoring a paper in which they laid out their views and sought common ground. And they found it. Whether or not experience inevitably led to expertise, they agreed, depended entirely on the domain in question. Narrow experience made for better chess and poker players and firefighters, but not for better predictors of financial or political trends, or of how employees or patients would perform. The domains Klein studied, in which instinctive pattern recognition worked powerfully, are what psychologist Robin Hogarth termed “kind” learning environments. Patterns repeat over and over, and feedback is extremely accurate and usually very rapid. In golf or chess, a ball or piece is moved according to rules and within defined boundaries, a consequence is quickly apparent, and similar challenges occur repeatedly. Drive a golf ball, and it either goes too far or not far enough; it slices, hooks, or flies straight. The player observes what happened, attempts to correct the error, tries again, and repeats for years. That is the very definition of deliberate practice, the type identified with both the ten-thousand-hours rule and the rush to early specialization in technical training. The learning environment is kind because a learner improves simply by engaging in the activity and trying to do better. Kahneman was focused on the flip side of kind learning environments; Hogarth called them “wicked.” In wicked domains, the rules of the game are often unclear or incomplete, there may or may not be repetitive patterns and they may not be obvious, and feedback is often delayed, inaccurate, or both. In the most devilishly wicked learning environments, experience will reinforce the exact wrong lessons. Hogarth noted a famous New York City physician renowned for his skill as a diagnostician. The man’s particular specialty was typhoid fever, and he examined patients for it by feeling around their tongues with his hands. Again and again, his testing yielded a positive diagnosis before the patient displayed a single symptom. And over and over, his diagnosis turned out to be correct. As another physician later pointed out, “He was a more productive carrier, using only his hands, than Typhoid Mary.” Repetitive success, it turned out, taught him the worst possible lesson. Few learning environments are that wicked, but it doesn’t take much to throw experienced pros off course. Expert firefighters, when faced with a new situation, like a fire in a skyscraper, can find themselves suddenly deprived of the intuition formed in years of house fires, and prone to poor decisions. With a change of the status quo, chess masters too can find that the skill they took years to build is suddenly obsolete.

When teachers grade by activities, it’s nearly impossible to unpack the resulting data to show where the student needs to make gains. However, when teachers score by deconstructing an activity score into different benchmarks in the grade book, patterns emerge and become useful for describing the learner’s performance, giving specific feedback about it, and making decisions about what to do next.

The first eye-opener came in the 1970s, when DARPA, the Pentagon’s research arm, organized the first large-scale speech recognition project. To everyone’s surprise, a simple sequential learner of the type Chomsky derided handily beat a sophisticated knowledge-based system. Learners like it are now used in just about every speech recognizer, including Siri. Fred Jelinek, head of the speech group at IBM, famously quipped that “every time I fire a linguist, the recognizer’s performance goes up.” Stuck in the knowledge-engineering mire, computational linguistics had a near-death experience in the late 1980s. Since then, learning-based methods have swept the field, to the point where it’s hard to find a paper devoid of learning in a computational linguistics conference. Statistical parsers analyze language with accuracy close to that of humans, where hand-coded ones lagged far behind. Machine translation, spelling correction, part-of-speech tagging, word sense disambiguation, question answering, dialogue, summarization: the best systems in these areas all use learning. Watson, the Jeopardy! computer champion, would not have been possible without it.

Worked examples allow your learners to borrow knowledge. By studying worked examples, learners can emulate how others perform a task.

Bilingual speakers constantly select some features from their linguistic repertoire and inhibit others, relying on what psycholinguists call the executive function of the brain. Bialystok and her colleagues, who study how bilingualism affects the mind and brain, have used behavioral and neuroimaging methods to show that bilinguals, because of their constant use of two languages, perform better on executive control tasks than do monolinguals (Barac & Bialystok, 2012; Bialystok, 2011, 2015, 2016; Kroll & Bialystok, 2013).

Despite compelling new knowledge about learning, how the brain works, and what constitutes effective classroom groupings, classrooms have changed little over the past 100 years. We still assume that children of a given age are enough like each other that they can and should traverse the same curriculum in the same fashion. Further, schools act as though all children should finish classroom tasks as near to the same moment as possible, and that school year should be the same length for all learners. To this end, teachers generally assess student content mastery via tests based on specific chapters of the adopted textbook and summative tests at the end of designated marking periods. Teachers use the same grading system for all children of a given age and grade, whatever their starting point at the beginning of the year, with grades providing little if any indication of whether individual students have grown since the previous grading period or the degree to which students' attitudes and habits of mind contributed to their success or stagnation. Toward the end of the school year, schools administer standardized tests on the premise that all students of a certain age should have reached an average level of performance on the prescribed content by the testing date. Teachers, students, and schools that achieve the desired level of performance are celebrated; those that do not perform as desired are reprimanded, without any regard to the backgrounds, opportunities, and support systems available to any of the parties. Curriculum often has been based on goals that require students to accumulate and retain a variety of facts or to practice skills that are far removed from any meaningful context. Drill-and-practice worksheets are still a prime educational technology, a legacy of behaviorism rooted firmly in the 1930s. Teachers still largely run "tight ship" classes and are likely to work harder and more actively than their students much of the time.

Mark Patkowski (1980) studied the relationship between age and the acquisition of features of a second language other than pronunciation. He hypothesized that, even if accent were ignored, only those who had begun learning their second language before the age of 15 could achieve full, native-like mastery of that language. Patkowski studied 67 highly educated immigrants to the United States. They had started to learn English at various ages, but all had lived in the United States for more than five years. He compared them to 15 native-born Americans with a similarly high level of education, whose variety of English could be considered the second language speakers’ target language. The main question in Patkowski’s research was: ‘Will there be a difference between learners who began to learn English before puberty and those who began learning English later?’ However, he also compared learners on the basis of other characteristics and experiences that some people have suggested might be as good as age in predicting or explaining a person’s success in mastering a second language. For example, he looked at the total amount of time a speaker had been in the United States as well as the amount of formal ESL instruction each speaker had had. A lengthy interview with each person was tape-recorded. Because Patkowski wanted to remove the possibility that the results would be affected by accent, he transcribed five-minute samples from the interviews and asked trained native-speaker judges to place each transcript on a scale from 0 (no knowledge of English) to 5 (a level of English expected from an educated native speaker). The findings were quite dramatic. The transcripts of all native speakers and 32 out of 33 second language speakers who had begun learning English before the age of 15 were rated 4+ or 5. The homogeneity of the pre-puberty learners suggests that, for this group, success in learning a second language was almost inevitable. In contrast, 27 of the 32 post-puberty learners were rated between 3 and 4, but a few learners were rated higher (4+ or 5) and one was rated at 2+. The performance of this group looked like the sort of range one would expect if one were measuring success in learning almost any kind of skill or knowledge: some people did extremely well; some did poorly; most were in the middle.

Bonnie Schwartz (1993), for example, concludes that instruction and feedback change only superficial aspects of language performance and do not affect the underlying systematic knowledge of the new language. She argues that language acquisition is based on the availability of natural language in the learner’s environment. Interaction with speakers of that language is sufficient to trigger the acquisition of the underlying structure of the language.

In one of the early descriptive studies on learner interaction, Michael Long and Patricia Porter (1985) examined the language produced by adult learners performing a task in pairs. There were 18 participants: 12 non-native speakers of English whose first language was Spanish, and six native English speakers. The non-native speakers were intermediate or advanced learners of English. Each individual learner participated in separate discussions with a speaker from each of the three levels. For example, an intermediate-level speaker had a conversation with another intermediate-level speaker, another with an advanced-level speaker, and another with a native speaker of English. Long and Porter compared the speech of native and non-native speakers in conversations, analysing the differences across proficiency levels in conversation pairs. They found that learners talked more with other learners than they did with native speakers. Also, learners produced more talk with advanced-level learners than with intermediate-level partners, partly because the conversations with advanced learners lasted longer.

Robert DeKeyser (2000) carried out a replication of the Johnson and Newport study, working with Hungarian immigrants to the United States. He also found a strong relationship between age of immigration and performance on the judgement task. In addition, he asked participants to take language aptitude tests and found that, for participants who began learning English as adults, aptitude scores were correlated with success. However, there was no such correlation for those who learned English in childhood. These findings appear to confirm the hypothesis that adult learners may learn language in a way that is different from the way young children learn.

learners receiving intensive ESL instruction for five hours every day for five months of one school year (in Grade 5 or 6) were compared to learners at the end of secondary school who had received the same total amount of instruction spread over 7–8 years of schooling. On a number of measures, the students who received the intensive instruction performed as well as or better than those whose instruction was delivered in what has been called a ‘drip feed’ approach (Lightbown and Spada 1994). In subsequent research, comparisons were made between groups of Grade 5 and 6 students who participated in intensive English language instruction during a single school year, but with the time distributed differently: some students received five hours of English a day for five months; others received the same total number of hours, doing two and a half hours of English each day for 10 months. The researchers found that both groups benefited from the overall increase in hours of instruction with some additional advantages for learners receiving the more intensive instruction (Collins et al. 1999; Collins and White 2011). The advantages were evident not only in superior language abilities but also in attitudes toward the language and satisfaction with language learning experiences. Similar findings have been reported for different models of intensive and core French programmes (Netten and Germain 2004; Lapkin, Hart, and Harley 1998).

commit suicide, commit grand larceny, commit adultery. Thus, commit does not mean just “do or make” but “do or make something negative.” An ESL student who learns that commit in commit a murder means “to do or perform an action” might attempt to make the following seemingly logical combinations: commit a joke on someone, commit the housework, commit a lie. The problem—a huge problem for nonnative learners—is that commit does not collocate with joke, housework, or lie.

Feedback places students in a category all their own. This girl’s accomplishments were truly huge accomplishments if you only compare her performance to her ability. If you were to compare her performance with another student’s, she may look, once again, as just a mediocre, slow-processing reader. It isn’t fair, though, to compare her or belittle her progress, success, or accomplishments with another learner’s. She deserves the right to grow, process, and succeed at a rate that works for her and then celebrate when she meets her goals! That’s what feedback has the power to produce in a classroom. (2014)

With regard to the linguistic constraint on classroom speaking, the teacher’s role in preparing learners for speaking activities (rather than simply plunging them into them) and of supporting them during speaking activities is obviously extremely important. Allowing learners to script and rehearse their own dialogues in pairs or small groups before publicly performing them is one way of reducing some of the anxiety associated with speaking the L2 in public. Another is providing the words and phrases they might need in advance, and having these available on the board during the activity. You can always erase these progressively as the learners become more proficient at using them.

Feedback places students in a category all their own. This girl’s accomplishments were truly huge accomplishments if you only compare her performance to her ability. If you were to compare her performance with another student’s, she may look, once again, as just a mediocre, slow-processing reader. It isn’t fair, though, to compare her or belittle her progress, success, or accomplishments with another learner’s. She deserves the right to grow, process, and succeed at a rate that works for her and then celebrate when she meets her goals! That’s what feedback has the power to produce in a classroom.

Education was still considered a privilege in England. At Oxford you took responsibility for your efforts and for your performance. No one coddled, and no one uproariously encouraged. British respect for the individual, both learner and teacher, reigned. If you wanted to learn, you applied yourself and did it. Grades were posted publicly by your name after exams. People failed regularly. These realities never ceased to bewilder those used to “democracy” without any of the responsibility. For me, however, my expectations were rattled in another way. I arrived anticipating to be snubbed by a culture of privilege, but when looked at from a British angle, I actually found North American students owned a far greater sense of entitlement when it came to a college education. I did not realize just how much expectations fetter—these “mind-forged manacles,”2 as Blake wrote. Oxford upholds something larger than self as a reference point, embedded in the deep respect for all that a community of learning entails. At my very first tutorial, for instance, an American student entered wearing a baseball cap on backward. The professor quietly asked him to remove it. The student froze, stunned. In the United States such a request would be fodder for a laundry list of wrongs done against the student, followed by threatening the teacher’s job and suing the university. But Oxford sits unruffled: if you don’t like it, you can simply leave. A handy formula since, of course, no one wants to leave. “No caps in my classroom,” the professor repeated, adding, “Men and women have died for your education.” Instead of being disgruntled, the student nodded thoughtfully as he removed his hat and joined us. With its expanses of beautiful architecture, quads (or walled lawns) spilling into lush gardens, mist rising from rivers, cows lowing in meadows, spires reaching high into skies, Oxford remained unapologetically absolute. And did I mention? Practically every college within the university has its own pub. Pubs, as I came to learn, represented far more for the Brits than merely a place where alcohol was served. They were important gathering places, overflowing with good conversation over comforting food: vital humming hubs of community in communication. So faced with a thousand-year-old institution, I learned to pick my battles. Rather than resist, for instance, the archaic book-ordering system in the Bodleian Library with technological mortification, I discovered the treasure in embracing its seeming quirkiness. Often, when the wrong book came up from the annals after my order, I found it to be right in some way after all. Oxford often works such. After one particularly serendipitous day of research, I asked Robert, the usual morning porter on duty at the Bodleian Library, about the lack of any kind of sophisticated security system, especially in one of the world’s most famous libraries. The Bodleian was not a loaning library, though you were allowed to work freely amid priceless artifacts. Individual college libraries entrusted you to simply sign a book out and then return it when you were done. “It’s funny; Americans ask me about that all the time,” Robert said as he stirred his tea. “But then again, they’re not used to having u in honour,” he said with a shrug.

World-class performers spend most of their time practicing moves and techniques that fall beyond their comfort zone. Meanwhile, average people spend most of their time trying to polish existing skills.

Deliberate practice usually isn’t enjoyable, and for most learners it requires a coach or trainer who can help identify areas of performance that need to be improved, help focus attention on specific aspects, and provide feedback to keep perception and judgment accurate

What do we learn from the children’s refusal to be unseen and unheard? Centrally, and simply, the children are saying, We are here. They want to speak, not just listen. They want to play, not just work. They want to perform, not just sit in the audience. They want to stand out, not fit in. They want to be teachers, not just learners. They want to be known and seen as children, not just students. They are reminding teachers to teach people, not content.

It is difficult to accept that the best learning road is slow, and that doing poorly now is essential for better performance later. It is so deeply counterintuitive that it fools the learners themselves

The Communicative Approaches (the focus on meaning approaches) uphold that adults acquire their L2 through “subconscious learning process that allow them to pick up language ‘naturally’, as in the first language acquisition’’ (Markee 1996, 25). According to this view, the mastery of grammar (i. e. word-formation devices) comes naturally, through extended exposure to the target language (L2), similar to the way children become aware of word-formation’s devices of their mother tongue (L1). In contrast, Ullman, M. T. (2001, 1) upholds that “linguistic forms whose grammatical computation depends upon procedural memory in L1 are posited to be largely dependent upon declarative/lexical memory in L2”. In short, L2 learners have a limited acquisition capacity of linguistic forms (word-formation rules) compared to native children (Clahsen 2006; Ullman, M. T. 2001). The implication here is that L2 learners acquire L2 complex words as a unit rather than analytically. Yet, there is Cross-linguistic influence which affects L2 learners’ linguistic development and performance. Though, Cross-linguistic influence is both positively and negatively. Pre intermediate L2 learners are assisted by positive Cross-linguistic influence in their acquisition of L2 word-formation devices. On the other hand, Cross-linguistic influence diverts L2 learners from the natural order of acquiring L2 word-formation devices; impeding them in attaining an early native-like manifestation of their target language.

Self-aware learners create exceptional performances.

We will become better learners and more independent thinkers.

Learning-oriented individuals focus more on increasing their competence and self-improvement, and tend to persist more and exert more effort in the face of difficult challenges than performers. Studies suggest that learners experience more difficult tasks as an opportunity to push their limits and grow their competencies, whereas performers experience them as dead-ends, indicating the limits of their intelligence.

Outcome Based Education The first time you read this poem I need you to remember something They do not teach you in school Like Doctor’s, Lawyers, Soldiers, Teachers don’t have an oath, not at all Yet, students aren’t footballs They aren’t The student aren’t born dull or bright Teachers make them that way, a plight Obe comes for rescue to make learning, a delight Yet, is content about Obe too abstract to understand? Is the material about Obe too tough to grasp and comprehend? Do a new way to be adopted to explain and define Obe? Its an easy concept once you agree Outcomes are not scores, averages or grade point Only needs is to look education from a new viewpoint Obe is holistic way of enlightening and empowering learners It is a paradigm shift to make them achievers Obe is what they’ll be able to know and do Skills and knowledge they need to have at debut Course Outcome(CO) is what they’ll know after each course This is the skill they will acquire without any force Program Specific Outcomes(PSO) are specific to program, USPs of department, its hologram What they’ll be able to do at time of graduation accomplishment, achievement, acclamations Program Educational Objectives(PEOs) are the achievements they’ll have in their career Indicates what they’ll achieve and how they perform during first few years Program Outcomes (POs) is what they’ll be able to know and do upon graduation Skills, knowledge and behaviour they’ll acquire, will give their career acceleration. Obe wants all learner to learn and be successful 1 paradigm 2 purpose 3 premises 4 principles 5 Practices of obe makes you accountable 1 paradigm what and whether students learn successfully is more important than how and when they learn 2 Purpose maximize condition of success for all students, send fully equipped student into world to make their dreams unfurl 3 Premises All students can succeed and learn maybe not on same day and same way, Success breads success , colleges control condition of success 4 principles clarity of focus on outcomes, expended opportunity to all, high expectation from all, designing curriculum to attain outcome 5 practices define outcome, design curriculum, deliver instruction, document result, determine advancement These are 1 paradigm 2 purpose 3 premises 4 principles 5 Practices for Obe accomplishment ----------------By Dr. Kshitij Shinghal Special thanks to Dr. William Spady and references from his book “ Outcome Based Education: Critical Issues

Outcome Based Education The first time you read this poem I need you to remember something They do not teach you in school Like Doctor’s, Lawyers, Soldiers, Teachers don’t have an oath, not at all Yet, students aren’t footballs They aren’t The student aren’t born dull or bright Teachers make them that way, a plight Obe comes for rescue to make learning, a delight Yet, is content about Obe too abstract to understand? Is the material about Obe too tough to grasp and comprehend? Do a new way to be adopted to explain and define Obe? Its an easy concept once you agree Outcomes are not scores, averages or grade point Only needs is to look education from a new viewpoint Obe is holistic way of enlightening and empowering learners It is a paradigm shift to make them achievers Obe is what they’ll be able to know and do Skills and knowledge they need to have at debut Course Outcome(CO) is what they’ll know after each course This is the skill they will acquire without any force Program Specific Outcomes(PSO) are specific to program, USPs of department, its hologram What they’ll be able to do at time of graduation accomplishment, achievement, acclamations Program Educational Objectives(PEOs) are the achievements they’ll have in their career Indicates what they’ll achieve and how they perform during first few years Program Outcomes (POs) is what they’ll be able to know and do upon graduation Skills, knowledge and behaviour they’ll acquire, will give their career acceleration. Obe wants all learner to learn and be successful 1 paradigm 2 purpose 3 premises 4 principles 5 Practices of obe makes you accountable ----------------By Dr. Kshitij Shinghal Special thanks to Dr. William Spady and references from his book “ Outcome Based Education: Critical Issues

A key tenet of rapid learning involves an ongoing feedback loop. Whether through interactions with peers, guidance from instructors, or personal reflection, learners constantly evaluate their performance, enabling iterative adjustments for continuous enhancement of the learning process.

Feedback and reflection play pivotal roles in rapid learning. Whether from peers, instructors, or through self-assessment, constructive feedback is a catalyst for learners to reflect on their performance and continuously improve.

On one level, it’s easy to think that learning professionals are in the business of delivering learning content. But from a cognitive perspective, we’re really in the business of helping learners build schemata that they can then use to perform their jobs.

people with negative attitudes don’t have a learner’s heart. Dumping such individuals off your team will hurt in the short run, but not in the long run. You have to remember that star performers with an attitude put a constant drag on everyone else. The price you pay for their performance is constant agitation. People with negative attitudes can’t help but stir the pot.

I have hunted too long to ever stop. I am used to my own way in all things. I have waited too long, fought too hard, and suffered too much to allow her the freedom she will desire. Her life will never be her own, only what I make of it." Aidan smiled then, and Alexandria could feel him relaxing. "If you do as you believe, put her before your own comfort, you will have no choice but to allow her freedom." "I am not like Mikhail or Jacques or, it seems, you. I intend that her protection come above all else." Gregori's voice held an edge. Aidan grinned at him, laughter spilling from his golden eyes. "I can only hope I have the chance to see you, Gregori, under the spell of your woman. You must promise that you will bring her to meet us one day." "Not if I end up like you or Mikhail. I will not have my dangerous reputation destroyed in such a way." A hint of humor seemed to creep in and then was quickly gone, as if the wind had carried it away. "I will see to the vampire," Aidan said. "You should avoid confronting death." "I killed him from a distance. You will find it...unsettling," Gregori warned. "You are even more powerful than I remember." "I have acquired much knowledge over the years," Gregori conceded. His pale eyes rested thoughtfully on Aidan's face. "You will find your brother much changed, also. He is a fast learner, that one, and unafraid of reaching too far into the shadows. I tried to tell him the cost, but he would not listen." Aidan shook his head. "Julian always said rules were made to be broken. He has always gone his own way. But he did respect you. You were the only real influence in his life, maybe the only one he ever listened to." Gregori shook his head. "He could not listen any longer. The wind called, the mountains, the far-off places. I could not hope to stop him. He was dark inside, and nothing would ever satisfy him." "You call it darkness. But it was that quality in you that made you open the world for us. It made you seek out the healing techniques that you have passed on to me, to others. It allowed you to perform the miracles that you have performed for our people. It has done the same for Julian," Aidan replied softly.

Why the us government Should Maintain students Healthcare Claims education and learning is probably the finest ventures in ensuring the people stay a greater existence from the contemporary setting. Over time, education and learning methods have transformed to guarantee individuals gain access to it in the very best ways. Besides, the adjustment can be a purposeful relocate making sure that learning meets pupils distinct needs nowadays. Consequently, any country that is focused on establishing in the current technical period must be ready to devote in schooling no matter what. We appreciate that lots of claims have was able to meet the most affordable threshold in offering secondary and basic education. It is actually commendable for schooling is focused and attends on the needs in the present environment. In addition to, we certainly have observed reduced rates of dropouts due to correct education and learning systems into position. Nevertheless, it is not enough because there are many other factors that, in turn, lower the superiority of education. We appreciate the reality that educational costs is mainly purchased and virtually totally given through the express or low-successful businesses. Sadly, small is defined in range to be sure the unique treatment of learners. It has led to the indiscriminate govt accountability. Apart from putting everything in place, the government must also provide the proper healthcare of a learner because it' s the foundation of excellent learning. The arranged provision of health care to students is defined around the periphery, plus it is amongst the essential things that degrade the grade of training. Standard attendance is actually a necessity for pupils to acquire much more and carry out greater. For that reason, government entities need to ensure an original set up of arranged healthcare to pupils to ensure they are certainly not stored away from university because of health care problems. Re-Analyzing the goal of Government in mastering It can be only by re-dealing with government entitiesAnd#039; s role in supplying primary and secondary education and learning that people can completely set up the skewed the outdoors of learner’s health care and the desire to influence the state to reconsider it. The cause of why the government must pay for the student’s healthcare is that its responsibility is unbalanced. It provides maintained to purchase basic training effectively but has did not shield the health-related requirements of any learner. Aside from, it is suitably interested in increasing the size of young menAnd#039; s and ladiesAnd#039; s chances in obtaining technical and professional education. But it has not searched for has and aims unacceptable method of achieving the medical care requirements of any learner. As a result, education require is not met because its services are skewed. The possible lack of equilibrium in government activities replicates the malfunction to discrete primarily sharply amid the steps right for authorities financing and activities to become implemented. Financing healthcare for students, which is equally essential, is neglected, though Financing education is largely accepted. For that reason, this is a deliberate demand government entities to perform the circle by paying for student' s health care. When there is stability in federal government commitments in education and learning, its requirements will probably be fulfilled. So, the state should pay for pupil' s medical care. If they are healthful, they find out better. In addition to, a large stress will probably be lifted, and will also unquestionably raise enrolment in professional coachingcenters and colleges, along with other studying companies.

KEY INSIGHTS •   We must learn to lead ourselves before we can expect to effectively lead others. •   Build the skills to do the job, not to get the job. •   To earn credibility as a leader, we must model the desired behaviors for the group. •   The best performers cultivate a high level of self-awareness. They make this an established part of their routine. •   Become a learning machine. Your mode of operation is of a constant learner. •   Your curiosity is the high-octane fuel that propels your growth. •   Strengthened by a feedback-giving coach, purposeful practice leads to improvement. It can be difficult, sometimes frustrating work. Push through it. •   The highest-performing professionals in the world work on the tiniest details of the fundamentals of their craft every day. •   The framework for learning is intake/consume, test, reflect, and teach. •   Don’t let your now become your ceiling. Becoming is better than being.

In recent years, there’s been a lot of talk about the reasons behind the low performance of many students of color, English learners, and poor students. Rather than examine school policies and teacher practices, some attribute it to a “culture of poverty” or different community values toward education. The reality is that they struggle not because of their race, language, or poverty. They struggle because we don’t offer them sufficient opportunities in the classroom to develop the cognitive skills and habits of mind that would prepare them to take on more advanced academic tasks (Boykin & Noguera, 2011; Jackson, 2011). That’s the achievement gap in action. The reasons they are not offered more opportunities for rigor are rooted in the education system’s legacy of “separate and unequal” (Kozol, 2006; Oakes, 2005).

4C/ID 1. Learning tasks, which are preferably based on real life tasks and fulfill the role of a back bone for the training program. 2. Supportive information, which is made available to learners because it helps them to perform the problem-solving and reasoning aspects of learning tasks it mainly concerns information on how the domain is organized and how problems in the domain can be systematically approach by the learner. 3. Procedural information which is presented to learners because it helps them to perform the routine aspects of learning tasks. It mainly concerns procedural steps that precisely specify under which conditions a particular action must be taken by the learner. 4.Part task practice, which may provide learners with additional practice for routine aspects of the complex task that need to be developed to a very high level of automaticity. From Cognitive load theory

It is instructive rather than evaluative. The feedback is focused on correcting some aspect of the student’s performance—a step in a procedure, a misconception, or information to be memorized. It isn’t advice or a grade but some actionable information that will help the student improve. It is important to know the difference between the three types of feedback because not all feedback is actionable. It is specific and in the right dose. Your feedback should focus on only one or two points. Don’t point out everything that needs adjusting. That’s overwhelming for a dependent learner and may actually confirm her belief that she is not capable. It is timely. Feedback needs to come while students are still mindful of the topic, assignment, or performance in question. It needs to come while they still think of the learning goal as a learning goal—that is, something they are still striving for, not something they already did. It is delivered in a low stress, supportive environment. The feedback has to be given in a way that doesn’t trigger anxiety for the student. This means building a classroom culture that celebrates the opportunity to get feedback and reframes errors as information. Making Feedback Culturally Responsive: Giving “Wise” Feedback For feedback to be effective, students must act on it.

Goal setting has been demonstrated to be a useful strategy in building learners' self-efficacy (Schunk, 1991). Close-at-hand goals with specific performance standards help learners to understand and judge progress and then translate that to their sense of self.

Sadler (1989) described a theory of formative assessment that is dependent on students’ understanding of what they are supposed to be learning and on their capacity to monitor the quality of their own work. He wrote (Sadler, 1989) that “the learner has to (a) possess a concept of the standard (or goal, or reference level) being aimed for, (b) compare the actual (or current) level of performance with the standard, and (c) engage in appropriate action which leads to some closure of the gap” (p. 121).

many cases of young adults who find foreign language learning exceedingly difficult. They identified several ways in which these students differ from successful learners. Most perform poorly on at least some of the measures that make up aptitude tests. Some have problems with certain kinds of verbal skills, even in their own language. What is perhaps most important about this research is that, with great effort and instructional support, some of these students are able to succeed in spite of their difficulties. The challenge is to find instructional approaches that meet the needs of learners with a variety of aptitude profiles.

Creating more inclusive educational environments is crucial in supporting diverse learners and ensuring that all students have the opportunity to succeed.

In summary, the results showed that giving tasks verbally produced more thinking—sooner and deeper—and generated fewer questions at every grade level, in every context, and even in classes with high populations of English language learners. That is, there was no context in which giving a task verbally led students to perform worse than giving it textually—whether on a board, on a worksheet, or in a textbook/workbook.