The Master Teacher Blog

The Master Teacher Blog
Providing you, the K-12 leader, with the help you need to lead with clarity, credibility, and confidence in the ever-evolving world of education.
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Preparing Students for Their Future: Blurring Lines and Building Bridges

Climate and Culture, In Your Corner

Preparing Students for Their Future: Blurring Lines and Building Bridges

Students come to our classroom with varied backgrounds and experiences, and their friendships are no exception to this variety. Students typically form friendships, join groups, and associate with others with whom they share social status, interests, cultures, and other factors. For example, when students are allowed to choose where to sit in the lunchroom, they typically sit with others who share some or all these characteristics. These affiliations often extend to other activities and even find their way into the classroom. In fact, most classrooms are crisscrossed with multiple invisible social lines and unspoken boundaries of association and interaction.

Our challenge is to deliberately blur many of these lines to foster understanding, promote empathy, and build respect for others regardless of background, culture, and other factors. The world for which we are preparing today’s students will be even more diverse, and their success in it will require understanding, collaboration, and learning from people who approach and have experienced life differently.

We can create an environment within which students can connect, collaborate, and contribute without risking disrespect, rejection, and isolation. However, our work must be sensitive, deliberate, multifaceted, and sustained. Here are six strategies to consider.

First, we can use our actions and attitudes to set the stage for blurring lines and erasing unhelpful social boundaries. We must be conscious of and monitor our own behavior to ensure that we do not reinforce lines and boundaries in how and with whom we interact. The example and tone we set can free and encourage students to emulate our behavior. Our choices about on whom to call for ideas and answers and who we invite to perform classroom tasks matter. We also need to ensure that our expectations regarding the behavior and academic performance of students are not influenced by their race, culture, history, socioeconomic status, or other aspects.

Second, we need to monitor—and if necessary, createinclusive curriculum content and experiences. For example, when what students are learning reflects multiple cultures (including art, history, literature, and societal contributions) and customs, they are more likely to value and respect life approaches that may be different than what they have experienced. Virtual field trips, inviting students to share their experiences, and guest speakers can add perspective and increase student exposure to varied life experiences. These elements can also lead to important discussions and deepen the understanding students have of each other.

Third, we can help students to identify strengths they possess and ones they want or are working to develop. Self-assessments, our feedback, and observations may be necessary for some students to grasp and own their unique areas of strength. Building student awareness of their value and assets can build confidence and encourage students to take social risks. When students own their strengths and talents, they are more likely to volunteer to assist other students. Meanwhile, when strengths and talents are the focus, students are often more comfortable asking for assistance across typical social and other invisible lines.

Fourth, we can engage students in meaningful collaborative work. We might structure activities and projects to have students work with others with whom they may not otherwise associate. However, we need to design the work so that students get to know and depend on each other, not just perform separate tasks that join to create the final product. Explicit norms for working together may be helpful. Depending on the age and makeup of the class, we may need to assign roles so that students who may have natural leadership talents and are outgoing do not dominate and less confident and experienced students have permission and responsibility to lead. Developing and providing provide job descriptions can also help students to understand and perform their roles.

Fifth, we can further blur lines when we work with students to develop and pursue shared class goals. Class goals might focus on developing and practicing good studying and learning habits and skills, identifying a community or school service activity, collective performance improvement, and/or other worthy efforts in which everyone can participate and contribute. However, we need to be careful not to create internal competition or conflict that might embarrass or shame some students, thus undermining our goal of blurring social lines and boundaries.

Sixth, we can notice and reinforce student behavior that reaches across social, academic, and other invisible lines. Our attention and recognition matter. We can set the stage, create supportive conditions, and establish expectations, but our reinforcement of the behaviors we want to flourish is important to building and sustaining a culture of inclusion, valuing, and respect.

Of course, as we blur social and cultural lines, we not really erasing them as much as we are creating an environment in which differences are respected and celebrated. By lessening separation and fostering connections, we can create a space in which every student feels accepted, understood, respected, and empowered to succeed.

Seven Strategies for Responding to a Changing Student Population

Climate and Culture, In Your Corner

Seven Strategies for Responding to a Changing Student Population

It can be awkward and disheartening to realize that students no longer respond to many of our previously successful instructional strategies and approaches like they used to. Rarely, though, does this realization come suddenly. It may start with a vague feeling that something is different. Our influence may seem to be slowly waning. We may even find ourselves noticing that the minority of students who have always been less engaged is growing in number and may soon become most of the class.

Our first reaction may be to blame the students. After all, our approach has been successful and effective with students in the past. We have not changed our expectations or modified our approach. Therefore, it must be the students.

It is probably correct that the students have changed. We may live or work in a community whose population is shifting. We may have more students in our classes for whom English is not their first language. More students may come from families who do not have a history of formal education and don’t offer the guidance and support to which we are accustomed. Many of today’s students have spent their early years in a world rich in and supported by technology and thus expect high levels of activity and entertainment. For some, family and economic disruption may also play a role in how much attention and investment they lend toward their learning. It may even be that what students experienced during the pandemic left them valuing learning differently.

Nevertheless, choosing to blame students will not meet the challenge or solve the problem we face. Expecting students to change is not realistic or productive. Neither does it make sense to lower our expectations and compromise the futures of our students because they present a different profile.

At the same time, this is not a cause for guilt or shame. Our expertise is not in question. Rather, this challenge is about how to adjust and match the circumstances to achieve the outcomes we desire and expect. Still, the fact is that there is only one person’s behavior we can change: our own. As much as we might hope otherwise, if we want to reach and support students to success, we need to adapt to them and their learning needs, interests, and readiness. Our goals for and commitment to nurturing the learning of our students do not need to change, but the path to reach our goals and the application of our commitment will have to shift. Here are seven actions to consider and get started.

First, we can step back and reflect on what exactly seems to be changing. Observing trends and understanding the nature of what is changing can reveal options and opportunities to adjust. If there is new learning we need to gain, understanding what is happening can help us to seek out and sort promising strategies and techniques to build, adapt, and apply.

Second, we would do well to learn all that we can about the students we are teaching. There may have been a time when we could assume much about our students because they came from familiar backgrounds and with familiar and even shared life experiences. The more we know about the lives of our students, the better able we are to make connections and provide useful examples.

Third, we might identify the approaches and strategies to which students respond most positively. We can increase our employment of what is working while diminishing those with which students do not connect.

Fourth, we can collect the observations and experiences of colleagues regarding what seems to work in their practice and create paths for ongoing collaboration. The experiences of colleagues can add to our arsenal of options. Further, our learning from colleagues can expand the variety of activities, strategies, and approaches we employ to “cast a wide net” and capture what seems to work.

Fifth, we would do well to explore with students their perspectives on what works for them. We can create a safe space for dialogue where students can share their experiences and offer ideas about how they learn best. Small-group discussions, one-on-one meetings, and surveys can offer a wealth of information to use in planning and prioritizing instructional practices and learning experiences.

Sixth, we might involve students in planning and leading learning activities. When students participate in setting standards, establishing criteria, and even creating assessments, their levels of ownership and commitment grow. We might share examples of standards-meeting work and give students opportunities to analyze and brainstorm ways to have their work match the level of excellence.

Finally, we can advocate with colleagues and others to design curricula and provide materials and experiences that connect with the lives of students and still meet established learning standards. As student populations change, often the examples and other content to which students are exposed may no longer connect with they see and experience. Providing a meaningful context for curricular goals can make a big difference for students who otherwise experience a disconnect with what they are asked to learn.

We may not be able to prevent the changing profile of the students we teach. However, we can build our understanding of the challenge, engage students in identifying potential changes, collect and develop a range of strategies and approaches in response, and modify learning experiences and content to reflect and connect with the lives of our students—and lift them to success.

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