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Five Emotions that Drive Meaningful Learning

Student Learning

Five Emotions that Drive Meaningful Learning

We might not always think of learning as being an emotionally driven process, but when we attempt to divorce emotions from learning, we diminish the process and lessen its value. Learning is not just a matter of memorization and repetition, although these processes can help students to retain what they learn. When learning is pursued without emotion and purpose, what is gained is soon lost, and what should be valued too often is abandoned in favor of what comes next. 

Unfortunately, many emotions associated with learning are not always comfortable or pleasant, yet their presence can make learning meaningful, rewarding, and empowering. When learning is accompanied by strong emotions, what is learned is more likely to be embedded in memory, recalled with greater ease, and applied with greater understanding and insight.  

Obviously, students can experience many emotions as they tread the path of learning. However, five emotions appear to play especially significant roles. Let’s explore these five emotions and their roles in the learning process.  

Curiosity. The best and most lasting learning begins with an unanswered question, an interesting possibility, or an unexplained phenomenon. Curiosity opens the mind and directs attention, two key conditions for inviting and supporting learning. Learning that responds to curiosity feels voluntary rather than imposed. Curiosity stimulates our brains to release dopamine (the pleasure chemical) and helps to increase focus and prepare for memory building.  

Teachers can create and leverage curiosity for learning by: 

  • Asking questions that students find compelling and relevant. 

  • Designing activities that build interest without giving answers. 

  • Providing partial information that invites further investigation. 

  • Telling an intriguing story with a surprising ending—or no ending at all.  

  • Demonstrating a phenomenon or sharing an experience that invites additional discovery and explanation.  

Confusion. Confusion signals that more organization, understanding, or information is needed. It's the brain’s way of telling us that what we know is not enough or is not organized in a manner to give us the answers we seek. Confusion is not failure. In fact, it is an important step toward understanding. Students often need this reminder and some coaching to maintain learning momentum.  

Teachers can support students through times of confusion by: 

  • Preparing them for it, normalizing it, and reassuring them that their confusion is evidence of learning progress. 

  • Coaching them to describe and explain what they find confusing. Often, students find their way through confusion when they put their experiences into words.  

  • Promoting and supporting productive struggle as a key strategy for learning difficult things.  

  • Helping them determine whether they are confused and need clarity and sensemaking or if they are overwhelmed. When students are overwhelmed, we may need to help them break down tasks and sequence steps.  

Frustration. Frustration is a signal that new learning is stretching current competence. It is evidence that focus and effort are required to overcome a challenge, and it can also be a message that it is time to identify and apply another strategy. Frustration is often the final step before learning breakthroughs.  

Teachers can help students to understand and persist through frustration by: 

  • Reassuring them that when they feel stuck, they are on the threshold of a learning breakthrough.  

  • Reminding them that learning is supposed to be hard.  

  • Helping them break learning tasks into smaller chunks and identify progress markers. 

  • Providing hints and resources rather than answers. 

Hope. Hope sustains motivation and encourages persistence. However, hope is most impactful for learning when students ground their hope in their ability to succeed through their efforts, not their talents. Hope reinforces students’ confidence that if they keep trying, they will improve and eventually succeed. Hope is not a measure of capability; it is evidence of confidence, and confidence that success is possible drives persistence.  

Teachers can nurture and reinforce hope by: 

  • Designing, reinforcing, and celebrating early wins, 

  • Creating progress markers to show growth. 

  • Using the language of “not yet” to remind students that success is possible. 

  • Having students recall times in the past when they struggled and eventually succeeded.  

  • Sharing our confidence in our students’ ability to face and overcome adversity. 

Pride. Pride that is earned through effort and persistence can provide a major boost to confidence in future learning. However, students need to see the connection between their actions and successful outcomes. When success results from controllable factors, students begin to see themselves as learners capable of mastering difficult tasks. Learning success can also foster intrinsic motivation and encourage risk-taking related to learning. 

Teachers can help students build and experience earned pride by: 

  • Encouraging students to reflect on the steps they took and the strategies they used to be successful.  

  • Reinforcing with students that their learning resulted from controllable factors.  

  • Marking and celebrating important progress and success events to reinforce the significance of what students have accomplished. 

  • Having students share what they have learned with or teach other students.  

  • Using language with students that reinforces their identity as a skilled learner.  

Without question, emotions play a crucial role in learning, especially when it is hard. By recognizing, reinforcing, and leveraging emotions as part of learning, we can help students to normalize struggle and frustration, maintain hope, and take pride in what they accomplish. Are there other emotions that you might add to this list as instrumental in designing successful learning experiences? 

Be an Instructional Coach, Not an Instructional Crutch

Leadership and Change Management, Supporting Teachers

Be an Instructional Coach, Not an Instructional Crutch

Effective instructional coaching involves more than sharing good ideas, tips, and tricks and helping teachers to shift their practices to improve instruction and lift learning. These actions are foundational elements of instructional coaching, certainly, but the most effective instructional coaches help teachers become their own best teachers—and by extension, their own best coaches. 

We might think of instructional coaching as comprising three levels: average, good, and exceptional. Average coaching transfers information and answers from the coach to the teacher. This level of support can be helpful, but it does not develop capacity or independence. Good coaching develops skills and techniques. Access to a wider array of instructional options and more effective approaches adds value and can make teaching more effective, but the coaching relationship remains largely dependent on the coach as the source of improvement. Exceptional coaching develops wisdom, insight, and professional judgment. Coaching at this level makes the coach less necessary over time as teachers become accomplished reflectors, skilled problem solvers, and designers of their own next steps and growth.  

Of course, coaching relationships vary, teacher readiness and goals differ, and other factors and constraints can limit the impact of instructional coaching. Yet the possibility of coaching teachers to become their own best teachers (and coaches) is compelling, and one to which most instructional coaches aspire. The question is: What attitudes and actions can make this level of impact possible? Here are six elements of high-impact, capacity-building practice to examine:   

  • Protect and build teacher agency. Teacher confidence, independence, and resilience depend on teachers’ belief in themselves, their ability to have an impact, and their potential to grow and become even more effective. Offering options rather than direction, giving teachers choices, and respecting teachers’ decisions are key elements in protecting and building agency. Ownership is a crucial factor in teacher change and growth.  

  • Rely on evidence over opinion. Evidence can be a neutral voice in conversations about practices and possibilities. Opinions may be interesting, but evidence can offer insight and suggest options to consider and try. Helping teachers notice, collect, and use evidence empowers them to be independent, sort effective from ineffective practices, and make changes that positively impact learning.  

  • Focus on a few high-leverage practices. Coaches may be tempted to over-identify areas for improvement, assuming that identifying multiple items proves their potential to help. Like students who receive too much feedback, teachers can become overwhelmed and unable to commit to any significant change. On the other hand, focusing on a few high-leverage areas for change allows for deeper examination, better understanding, and stronger improvement strategies. Teachers not only see better results but are also more likely to understand and apply similar improvement processes on their own.  

  • Define success with learning. Focusing on how students respond to instructional strategies and experiences can sidestep arguments about personal preferences and habits. Discussing and examining evidence of student learning and how we know they learned keeps the conversation centered on what matters rather than what is comfortable. Teachers may like a particular activity, and students may appear engaged, but genuine learning is what matters most.  

  • Build capacity rather than dependence. Like scaffolding of student learning, coaches need to gradually remove supports that are no longer necessary and allow teachers to experience growing independence. As teachers can diagnose, design, experiment, reflect, and adjust on their own, exceptional coaches step back, provide space, and monitor rather than directly coach and guide. 

  • Follow up and follow through. Even though teachers may have developed a more robust skill set, gained new insight and judgment, and are better able to learn on their own, they still usually benefit from check-ins and ongoing support. Knowing the coach remains interested and supportive and is ready to step up and help when invited can reassure teachers and give them the courage to keep stretching and growing, even though they no longer need an immediate safety net.  

Instructional coaches must respond to the readiness and goals of teachers they coach. However, building skills and nurturing independence needs to always be on their agenda. Coaching as an investment of the teacher’s and coach’s time pays when teachers become less dependent on the coach and begin to see themselves as their own best teachers.    

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