Category Archives: Best Practices

Leveraging Peer Instruction

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This post is based on an article written for our print Innovative Instructor series.

Instructors often seek student-centered, active-learning teaching practices. These teaching methods are intended to increase student retention and engagement but the ways in which they are implemented is important for success.

Professor Todd Hufnagel, Department of Material Science and Engineering (MSE), was interested in pedagogical techniques that are potentially more effective than the traditional lecture-based format for the course, Structure of Materials.

Professor David Neufeld, Department of Physics and Astronomy, planned to change his teaching approach in a 100-level, large lecture physics course in an effort to identify students’ misunderstandings and improve comprehension of the course content.

These courses – Structure of Materials and General Physics – are gateway courses. Students’ mastery of the course learning objectives is critical to success in subsequent, advanced courses. Research demonstrates that the use of active-learning strategies can lead to increased student retention in science and engineering majors. [Felder, R., G. Felder, and E.J. Dietz. (1998) “A Longitudinal Study of Engineering Student Performance and  Retention. V. Comparisons with Traditionally-taught Students.” Journal of Engineering Education, 87(4), 469-480.  Springer, L., M. Stanne, and S. Donovan. (1999). “Effects of Small-Group Learning on Undergraduates in Science, Mathematics, Engineering and Technology: A Meta-Analysis.” Review of Educational Research. 69(1), 21-5.]

Two heads in silhouette facing with light bulb betweenIndependently, the two professors adopted the Peer Instruction method pioneered by Eric Mazur in his physics courses at Harvard University in the 1990s. Peer Instruction is a popular, research-based pedagogical tool among physics faculty; it is being used increasingly in other disciplines as well. “The basic goals of Peer Instruction are to exploit student interaction during lectures and focus students’ attention on underlying concepts,” using ConcepTests – short conceptual questions on the topic being discussed. [Mazur, E. (1997). Peer Instruction: A User’s Manual. Upper Saddle River: Prentice Hall. Page 10.]

In Mazur’s implementation of Peer Instruction, students first gain exposure to content before class by reading texts, watching videos, or completing other activities. Instructors then solicit pre-class feedback on that content, usually in the form of questions about what students found difficult or confusing.

The in-class cycle is as follows: after a brief presentation on the topic, the instructor presents a question (i.e., ConcepTest) to the class. Students individually respond after briefly reflecting on the question. The instructor then asks students to discuss their answer, with 1-2 other students who have different answers before responding again. The instructor always debriefs the question by discussing with the students the rationale behind the correct answer and providing a short lecture on the underlying concept, depending on the percentage of students who answer correctly.

Professor Hufnagel’s use of Peer Instruction starts with the introduction of a ConcepTest with four multiple-choice answers, often including an illustration. He asks the students to think about the question individually before voting using clickers. He then uses the iClicker software to show a histogram of the results. Students talk with their neighbors for a few minutes and then vote again. Professor Hufnagel shows the new results, explaining which answer is correct and why. The depth of explanation depends on how well the class is mastering the concept. If, based on the histogram, the class has not mastered the concept; he will ask another question on the same concept, repeating as necessary.

In Professor Neufeld’s physics course, students watch online content before class as a replacement for the traditional lecture. By flipping the lecture, Professor Neufeld can spend class time using ConcepTests. If there is general agreement about the correct answer after the first vote, he moves on to the next question. If there is substantial disagreement, then students are directed to discuss their answers for 1-2 minutes with those sitting around them. After a second vote, Professor Neufeld asks students who changed their answers to explain why they did so. This often leads to further class discussion.

In Professor Hufnagel’s course, students were administered a concept inventory at the beginning and end of a semester during which he lectured and the semester during which he employed Peer Instruction. The concept inventory included 20 questions measuring student mastery of the course learning objectives. During the semester in which he used Peer Instruction, student gains were twice those of the students in the semester in which he primarily lectured. Additional assessments will be conducted in the future to see if these gains are replicated.

Professor Neufeld used the Force Concept Inventory (FCI), a standard assessment instrument used in university-level Newtonian physics. Student learning gains measured by the FCI tend to be higher in courses with active-learning strategies compared to traditional lecture courses. In Professor Neufeld’s class, results were similar to those reported by faculty at other universities using traditional lecture methods. The gain was not what he hoped, but this is not uncommon. Sometimes the method requires a few tweaks. While disappointed, he suspects the results reflect the fact that it was his first time using Peer Instruction. He is committed to teaching with Peer Instruction again, and the FCI will be used in future semesters to determine if gains increase as he acquires more experience.

One of the challenges of using Peer Instruction is that instructors cannot script class time as they can with a lecture. It is difficult to estimate how many ConcepTests can be completed during class because the length of follow-up student discussions varies. Despite some concerns about how to structure class time, both Hufnagel and Neufeld were pleased with how engaged students were during class discussions.

The first time you try Peer Instruction can be challenging, especially when creating or selecting ConcepTests. To assist instructors, Julie Schell and Eric Mazur established The Peer Instruction Network (https://www.peerinstruction.net), a database of Peer Instruction users with links to their available ConcepTests.

Peer Instruction can be used as one of several active-learning strategies during class time. For example, at several stages in Professor Hufnagel’s course, groups of students spent class time working out detailed problems that traditionally might have been presented as part of a lecture. Professor Hufnagel mentors student groups as needed during these exercises.

Additional resources:
• Mazur, Eric. Peer Instruction: A User’s Manual. Prentice Hall, 1997
• Turn to Your Neighbor Blog. The Official Blog of Peer Instruction: http://blog.peerinstruction.net 
• Article on “flipping the classroom”, Lectures On Demand: http://www.cer.jhu.edu/ii/InnovInstruct-Ped_LectOnDmnd.pdf
• Article on “clickers”, In-Class Voting (‘Clickers’):
http://www.cer.jhu.edu/ii/InnovInstruct-Tech_Clickers.pdf

Michael J. Reese, Associate Director, CER, Johns Hopkins University
Mike Reese is the associate director of the Center for Educational Resources and a doctoral student in the Department of Sociology.

Julie Schell, Educational Researcher, Harvard University
Dr. Julie Schell is the senior educational researcher within the Mazur Group at Harvard University and an instructional designer at the Center for Teaching and Learning at the University of Texas at Austin. She is an expert in innovative flipped teaching and Peer Instruction. She co-founded the Peer Instruction Network and authors the official Peer Instruction blog, Turn to your Neighbor.

Image Source: © 2013 Reid Sczerba

Quick Tips: Little Things That Can Make a Big Impact on Teaching

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You have pulled together your syllabus, lined up the readings on course reserves, planned your class presentations, and mapped out the assignments. Your Blackboard site is prepped and ready. The big stuff is all taken care of, so all you have to do is walk into the classroom. According to Woody Allen, eighty percent of success is showing up. But is just showing up to teach really enough? A recent article in the Chronicle of Higher Education suggests that instructors would do well to look at the other twenty percent.

Chemistry instructor facing class of students with blackboard behind himIn It’s the Little Things That Count in Teaching Steven J. Corbett and Michelle LaFrance argue that paying attention to the “less serious” aspects of teaching can make you a more effective instructor.  Their advice includes arriving at the classroom early and sticking around afterwards in order to be more accessible to your students, playing interesting YouTube videos as your students are getting settled, establishing an email policy (and sticking to it), and letting students take responsibility for leading discussions. There are some suggestions for how to handle students’ use of mobile devices in the classroom. [See also The Innovative Instructor post Tips for Regulating the Use of Mobile Devices in the Classroom.] They advocate for bringing candy to class for motivation, and depending on class size, having a pizza party or potluck along with final presentations. The authors acknowledge that their recommendations may make for more work, but feel that the payoff is worth the effort – more engaged students and a positive classroom environment.

Macie Hall, Senior Instructional Designer
Center for Educational Resources

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Learning Your Students’ Names

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Instructors agree: learning student names helps to foster a positive climate in the classroom by creating rapport between instructor and students and improving class management and interaction. If your class is a relatively small seminar or discussion-based section, learning names usually can be accomplished in a few sessions. For a large lecture course, the task may be more daunting, although faculty report that often in these courses, students understand they have an advantage in being known by name.

Instructor in front of chalkboard pointing with a piece of chalkAs Natalie Houston blogged in the Chronicle of Higher Education’s Professor Hacker forum, “Even if you do not consider yourself to be naturally “good at names,” you can improve your recall by following a few simple tips.” She breaks the process down to five parts: Commit, Prepare, Work [On It], Review, and Practice – steps that will work regardless of class size. Houston, along with others (see sources below), suggests making note cards for each student that include photographs. At Johns Hopkins, this process is made easy using Integrated Student Information Services (ISIS). Faculty can pull up a roster with student pictures and select an option to produce cards with these images and names.

Part of learning your students’ names is being sure that you are pronouncing them correctly.  Do a roll call at the start of a couple of class sessions and ask that students provide you with the proper pronunciation of their names. Make notes of phonetic pronunciation on those photo-name cards you’ve created.

For larger classes, some instructors recommend using seating charts, at least for the initial meetings of the course, to help with memorization of names. Having students give their names when called on in class will help, as will returning assignments in class by reading the names and passing the papers to each individual. Depending on the size of the class, asking students to see you during office hours within the first several weeks of the semester is another tactic for associating names and faces. Some instructors ask students to use name tags or folding cards (for larger classroom settings). Dividing a large class into smaller working groups makes it easier for some faculty to learn names.

Practice makes perfect. Greet students by name as they enter the classroom. Use students’ names when calling on them in class. Associate their names with the comments they have made in discussion that follows.

In a very large class, you may not get to 100% name recognition by the end of the semester. But our faculty assure us that it is worth the time spent. Students appreciate the effort; knowing individuals by names helps promote mutual respect.

Here are links to some academic webpages with additional tips and tricks for learning student names:

Other resources:

 

Macie Hall, Senior Instructional Designer
Center for Educational Resources

Image Source: Microsoft Clip Art

Quick Tips: Flipping Your Classroom

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Text reading flipping the classroom with the classroom upside downThe CER blog, The Innovative Instructor, has posted on flipping the classroom (see here and here). Recently we came across a couple of videos and tips sheets that provide succinct overviews to the process.  What is the Flipped Classroom combines a 60 second video that gets right to the heart of the matter, with graphic explaining the difference between traditional and flipped classroom techniques. A two page document from the Educause Learning Initiative describes seven things you should know about flipped classrooms. Jen Ebbeler, Associate Professor of Classics at the University of Texas Austin, has blogged about her experiences with flipping her large enrollment (400 students) course Introduction to Ancient Rome. She’s produced a seven minute video: Transforming Ancient Rome: Active Learning in a Large Enrollment Course chronicling her experiences.

Macie Hall, Senior Instructional Designer
Center for Educational Resources

Image Source: © Macie Hall, 2013.

Summer Reading

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If you are like many faculty, you probably have stacks of books, journals, articles (whether print or virtual) accumulating on various surfaces in your work space and home. So the last thing you are looking for is something else to read. With that as a given, The Innovative Instructor still wants to recommend another book for you.

Stack of books in a library.Teaching What You Don’t Know by Therese Huston (MSEL catalog, ISBNdb for online shopping price comparisons), is well worth perusing if you ever have to be teach a subject with which you are less than familiar. This situation is increasingly a common reality for faculty. Sometimes the gap between what you are asked to teach and your specialty interest is short — you’re a historian of British 20th century politics asked to teach a course on the political changes in Europe between the two world wars. Sometimes the gap is wider — Huston cites the example of a chemistry professor asked to teach a freshman year seminar called “The Common Intellectual Experience” where topics included the Declaration of Independence and slave narratives, two topics not generally covered in chemistry training (p. 11).

Huston discusses the advantages the experience can bring to an instructor who is a “content novice,” but more importantly, offers concrete steps that can be taken to teach a course outside of one’s disciplinary expertise. For example, she emphasizes the value of backward design.

Backward design involves 1) determining what you want students to be able to do as a result of taking the course, 2) deciding how you will assess their competency, and 3) based on 1) and 2) deciding what and how you will  teach. (For more on backward design see: Wiggins, Grant and Jay McTighe. “What is Backward Design?,” in Understanding by Design. 1st edition, Upper Saddle River, NJ: Merrill Prentice Hall, 2001, pp. 7-19.) However, backward design is just one of a number of strategies Huston offers.

She examines common mistakes made (assigning too much work, underestimating preparation time) and outlines tactics for surviving in the classroom. She also covers active learning strategies and other activities to engage students. These can be especially useful when you are concerned about your level of expertise in the course subject matter.

Huston is reassuring with her statement, “It may not be the world’s most comfortable teaching, but students can learn as much, if not more, than they can in classes where you’re teaching form the core of your expertise.” (p. 8). After all, the chances are excellent that no matter what you are teaching, you will know more than your students.

In fact, Teaching What You Don’t Know is full of great advice for anyone teaching, whether or not familiarity with the subject matter is an issue. There is also a section with guidelines for administrators, such as department chairs, who may be in the position of making these teaching assignments. While not a primary source for instructional basics like how to build a syllabus or stimulate engaging class discussions, the curriculum design descriptions, teaching activities, and strategies for classroom management Huston offers make the book well worth a read.

Macie Hall, Senior Instructional Designer
Center for Educational Resources

Image Source: Microsoft Clip Art

Learning by Doing – Case-in-Point

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group of business people in silhouette against city skylineCase-in-Point is a method of experiential learning used to teach leadership. An integral part of the theory of Adaptive Leadership™  it was developed over the past 15 years by Ronald Heifetz, Marty Linsky, and their colleagues at the Harvard Kennedy School of Government. The method involves using the actions and behaviors of individual participants as well as focusing on the group of which they are members.

Case-in-Point is an immersive, reflective, and ideally a reflexive exercise facilitated by an instructor but in best practice, shaped by group/class participants. Case-in-Point help leadership practitioners with two key components of leadership development:
• It is teaching method that more realistically prepares people to have stamina, resilience and a willingness to work with others in the heat of change in order to adapt, because “to lead is to live dangerously.
• It helps practitioners generate a heightened awareness of themselves, their impact and the systems they are a part of.

Two Critical Distinctions
According to Heifetz, the Adaptive Leadership framework includes two critical distinctions that are central for understanding case-in-point:
• Authority/Leadership
• Technical Problems/Adaptive Challenges

Authority/Leadership. The first distinction clarifies that having a position of authority does not mean that we exercise leadership. Heifetz reminds us that an expert is not necessarily a leader:

For many challenges in our lives, experts or authorities can solve our problems. . . . We look to doctors to make us healthy, mechanics to fix our cars. . . .We give these people power, authorizing them to find solutions. . . . The problems may be complex, such as a broken arm or a broken carburetor, but experts know exactly how to fix them.

To determine whether we need to exercise authority or leadership, we need to analyze the nature of the problem we face. That brings us to the second distinction:

Technical Problems/Adaptive Challenges. Rather than being technical problems, many of the challenges we face today are adaptive. Heifetz and Linsky maintain:

The problems that require leadership are those that the experts cannot solve. We call these adaptive challenges. The solutions lie not in technical answers, but rather in people themselves. . . . The surgeon can fix your son’s broken arm, but she cannot prevent your son from rollerblading without elbow pads. The dietitian can recommend a weight-loss program, but she cannot curb your love for chocolate chip cookies. . . . Most people would rather have the person in authority take the work off their shoulders, protect them from disorienting change, and meet challenges on their behalf. But the real work of leadership usually involves giving the work back to the people who must adapt, and mobilizing them to do so.

The practice of leadership takes place in an authority structure. In an adaptive challenge, the authority structure—the people in charge—can contribute, but others must participate as well. All people involved are part of the problem, and their shared ownership of that problem becomes part of the solution itself.

Reflecting on these two distinctions, it is easy to see how professors, trainers, and consultants often end up treating the adaptive challenge of teaching as a technical problem, and applying the power of expertise by telling people what to do.

Professors, trainers, and consultants are paid for teaching, not for facilitating learning in others. “You are the expert: teach us” seems to be the implicit contract that students expect instructors to uphold. Many educators consider teaching a technical problem, exercise authority rather than leadership, and deploy their power or personality to influence student learning. In the process, they avoid conflict, demonstrate resolve and focus in their use of time, and provide decisive and assertive answers to problems through authoritative knowledge built over many years. Learners in the class find comfort in the predictability of the endeavor and by its inevitable output delivered according to the plan.

The cost of this collusion is the energy, engagement, effectiveness, and ultimately meaning of the learning enterprise itself. The result is that people lose their ability to grow through experience, tolerate ambiguity, and use sense-making skills.

Case-in-point supports learning over teaching, struggle over prescription, questions over answers, tension over comfort, and capacities and needs over deficiencies. It is about embracing the willingness to be exposed and vulnerable, cultivating persistence in the face of inertial pushbacks, and self-regulating in the face of challenge or open hostility. Why? Because this is what leadership work looks like in the real world. In the process, students and the facilitator learn to recognize their default responses, identify productive and unproductive patterns of behavior, and test their stamina, resilience, and readiness to change the system with others.

Planning and Facilitating with Case-in-Point
In case-in-point, a facilitator must not take reactions toward him personally and must encourage the same in participants. This may mean not taking offense for disrespectful behavior and later asking the person to reflect on how productive his statements were.

Ultimately, the role of the facilitator in case-in-point is to demonstrate the theory in practice, by acting on the system in the class. Case-in-point uses the authority structure and the roles in a class (instructor, participants, stakeholders) and the social expectations and norms of the system (in this case, the class) to practice in real time the meaning of the key concepts of authority, leadership, adaptive challenge, technical problems, factions, and so on.

Planning. How does a facilitator plan a session where she uses case-in-point? As in Jorge Luis Borges’ novel The Garden of the Forking Paths, the text—in this case, the lesson plan—is the point of departure for many possible learning events. The facilitator follows the emergence of interesting themes amid interpersonal dynamics and investigates those dynamics, in response to the guiding question, “What does this moment illustrate that is relevant both to the learning and to the practice of leadership in participants’ lives?” What emerges in the action pushes the class down one path of many possible junctures. For the facilitator, the implicit lesson plan turns into a labyrinth of many exciting—albeit sometimes overwhelming— possibilities.

Facilitating. A case-in-point facilitator’s main tool is the question. Questions are the currency of inquiry, and ultimately case-in-point involves ongoing research into the art of leadership that benefits as more people join the conversation. Here a few questions that I have used successfully:
• “What’s your intention right now?”
• “What did you notice as you were speaking?”
• “In this moment, what do you need from the group to proceed?”
• “What happened as soon as you asked everyone to open their books to page 5?”
• “What have you noticed happens in the group when I sit down?”
• “Am I exercising leadership or authority right now?”

Michael Johnstone and Maxime Fern have expanded on four different levels of intervention for a case-in-point facilitator.

At the individual level: The facilitator may comment on someone’s contribution or action for the sake of reflection, trying to uncover assumptions or beliefs. For example, “Mark, could I ask you to assess the impact on the group of the statement you just made?” “What should I do at this point and why should I do it?” “Are you receiving enough support from others to continue with your point?”

At the relationship level: The facilitator might intervene to name or observe patterns that develop between two or more participants. For example, she may say something like, “I noticed that when Beth speaks, some of you seem not to pay attention.” Or “What does this disagreement tell us about the different values that are present in the room?”

At the group level: The facilitator might confront a faction or a group with a theme emerging from the conversation, maybe after participants agree with or disagree on a controversial statement. For example, “What does the group propose now? Can you articulate the purpose that you are pursuing?” “I noticed many of you are eager to do something, as long as we stop this process of reflection. Why is that?”

At the larger level: The facilitator might comment on participants’ organizations, communities, nationalities, or ethnicities, saying for example, “In light of the large number of foreign nationals in the room, what are the implications of the insistence in the literature that Jack Welch of GE is a model for global leadership?”

 A Way of Being, Not a Way of Teaching
For me, case-in-point is rooted in the distinction between an ontological (science of being) versus an epistemological (science of knowing) view of leadership. When we teach using the case-in-point approach, we’re helping our students learn how to act their way into knowing what is right for their specific organization rather than bestowing our knowledge for them to apply, whether it fits their circumstances or not. Likewise, case-in-point is a statement of congruity, of “practicing what we preach” and, in the process, learning to be better instructors. At the same time, we introduce our students to an exciting realm of possibility, aspiration, and innovation beyond technique or theoretical knowledge.

Rules of Engagement
Johnstone and Fern provide the following rules of engagement for case-in-point facilitators:
• Prepare participants by warning them that learning will be experiential and may get heated. For example, create a one-page overview to leave on each table that clarifies all the concepts of the class and includes bibliographical information.
• Encourage listening and respect (though not too much politeness). For example, establish a clear rule that participants need to listen to each other and state their opinions as such rather than as facts.
• Distinguish between case-in-point and debriefing events. For example, set up two different places in the room—one for case-in-point sessions and one for debriefs—or announce ahead of time which kind of event will follow.
• Facilitators must not take reactions toward them personally and must encourage the same in participants.
• Recognize that no one, including the facilitator, is flawless. Acknowledge and use your own shortcomings by recognizing mistakes and openly apologizing for errors.
• Treat all interpretations as hypotheses. Ask people to consider their own reactions and thoughts as data that clarifies what is going on in the room.
• Respect confidentiality.
• Take responsibility for your own actions. Invite people to own their piece of the “mess” by asking how they have colluded in the problem they are trying to deal with.

For Further Reading
Brown, J., and Isaacs, D., The World Café: Shaping Our Futures Through Conversations That Matter (Berrett-Koehler, 2005)
Daloz Parks, S., Leadership Can Be Taught (Harvard Business School Press, 2005)
Johnstone, M., and Fern, M., Case-in-Point: An Experiential Methodology for Leadership Education and Practice (The Journal, Kansas Leadership Center, Fall 2010)
Heifetz, R., Grashow, A., and Linsky, M., The Practice of Adaptive Leadership (Harvard Business Press, 2009)

The text for this post originally appeared as a longer article by Adriano Pianesi: “The Class of the Forking Paths”: Leadership and “Case-In-Point.” The Systems Thinker, Vol. 24. No. 1. Feb. 2013.

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Adriano Pianesi teaches leadership at the Johns Hopkins University Carey Business School and is the principal of ParticipAction Consulting, Inc.  He holds a Master’s degree in Corporate Communication from the University of Milan. Pianesi is a member of the Society for Organizational Learning and the World Cafe’ community of practice, as well as a certified Action Learning coach and a passionate experiential learner/teacher.

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To Curve or Not to Curve

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A version of this post appeared in the print series of The Innovative Instructor.

Yellow traffic signs showing a bell curve and a stylized graph referencing criterion-referenced grading.Instructors choose grading schemes for a variety of reasons. Some may select a method that reflects the way they were assessed as students; others may follow the lead of a mentor or senior faculty member in their department. To curve or not to curve is a big question. Understanding the motivations behind and reasons for curving or not curving grades can help instructors select the most appropriate grading schemes for their courses.

Curving defines grades according to the distribution of student scores. Grades are determined after all student scores for the assignment or test are assigned. Often called norm-referenced grading, curving assigns grades to students based on their performance relative to the class as a whole. Criterion-referenced grading (i.e., not curving) assigns grades without this reference. The instructor determines the threshold for grades before the assignment is submitted or the test is taken. For example, a 92 could be defined as the base threshold for an A, regardless of how many students score above or below the threshold.

Choosing to curve grades or use a criterion referenced grading system can affect the culture of competition and/or the students’ sense of faculty fairness in a class. Curving grades provides a way to standardize grades. If a department rotates faculty responsibility for teaching a course (such as a large introductory science course), norm-referenced grading can ensure that the distribution of grades is comparable from year-to-year. A course with multiple graders, such as a science lab that uses a fleet of graduate students in the grading, may also employ a norm referencing technique to standardize grades across sections. In this case, standardization across multiple graders should begin with training the graders. Curving grades should not be a substitute for instructing multiple graders how to assign grades based on a pre-defined rubric (The Innovative Instructor: “Calibrating Multiple Graders”).

In addition to standardizing grades, norm-referenced grading can enable faculty to design more challenging assignments that differentiate top performers who score significantly above the mean. More challenging assignments can skew the grade distribution; norm-referenced grading can then minimize the impact on the majority of students whose scores will likely be lower.

A critique of curving grades is that some students, no matter how well they perform, will be assigned a lower grade than they feel they deserve. Shouldn’t all students have an equal chance to earn an A? For this reason, some instructors do not pre-determine the distribution of grades. The benefit of using a criterion-referenced grading scheme is that it minimizes the sense of competition among students because they are not competing for a limited number of A’s or B’s. Their absolute score, not relative performance, determines their grade.

There are multiple ways to curve grades.

Image showing a bell curve.I. The Bell Curve

Normalizes scores using a statistical technique to reshape the distribution into a bell curve. An instructor then assigns a grade (e.g., C+) to the middle (median) score and determines grade thresholds based on the distance of scores from this reference point. A spreadsheet application like Excel can be used to normalize scores. CER staff can assist instructors in normalizing scores.

Image showing clumping.II. Clumping

The instructor creates a distribution of the scores and identifies clusters of scores separated by breaks in the distribution, then uses these gaps as a threshold for assigning grades.

 

Image showing quota system.III. Quota Systems

Often used in law schools, the instructor pre-determines the number of students who can earn each grade. The instructor applies these quotas after rank ordering student scores.

 

Image showing criterion-reference grading.IV. Criterion-reference grading

Using a pre-determined scale, assessments are based on clearly defined learning objectives and grading rubrics so students know the instructor’s expectations for an A, B, C, etc.

 

During the 2011 Robert Resnick Lecture at Johns Hopkins, Carl Wieman, Nobel Laureate and Associate Director for Science at the President’s Office of Science and Technology, argued that most instructors are not trained to create valid assessments of student learning. Curving can be used as a tool to adjust grades on a poorly designed test, but consistent use of curving should not be a substitute for designing assessments that accurately assess what the instructor wants students to learn by the end of the course. CER staff are happy to talk to faculty about defining learning objectives and/or strategies for designing challenging and accurate student assessment instruments.

Additional Resources

• Campbell, C. (2012). Learning-centered grading practices. Leadership. 41(5), 30-33

• Jacobson, N. (2001). A method for normalizing students’ scores when employing multiple graders.  ACM SIGCSE Bulletin. 33(4), 35-38.

• Joe Champion’s Grading Transformation Spreadsheet. This spreadsheet automatically curves students’ scores after the instructor copies the scores into the spreadsheet and sets a variable defining the amount of curve.

Michael J. Reese, Associate Director
Center for Educational Resources

Image Sources: © Reid Sczerba, 2013.

Making Group Projects Work

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Instructors often find that student engagement increases when active learning strategies are implemented in the classroom. One strategy is to assign problem-based collaborative learning projects. Well-conceived group projects help students develop critical thinking skills, learn how to work in teams, and apply theories learned in the course to real-life situations, producing an appreciation for how the knowledge gained will be useful once the class is over. The end result is a richer learning experience for the students.

Drawing of chairs around gears, screw driver tightening screw in center of second gear.

Students are more likely to appreciate and retain information when they see a correlation between course work and what they expect to experience as working professionals. Problem-based group projects typically require an array of cognitive skills, induce collaborative learning, and allow students to take ownership of the process. Moreover, students who learn to work in teams are better prepared for their future work environments.

Developing effective problem-based group projects requires assignments that reflect your course learning goals and incorporate course information, permit management of the student groups, and facilitate assessment of student progress. Advance planning and thoughtful strategies will go a long way towards ensuring successful implementation.

I. Setting Student Expectations

  • Weight the project fairly. You want your students to take the project seriously but you don’t want to weight the project so heavily that experimentation or risk-taking is stifled. Consider dividing the project into parts and grading each separately, so the team understands which aspects of the project went well and what needs improvement.
  • Discuss student roles and what’s needed. Get the students thinking about what will be required of their team and how they can organize and manage the project.  Emphasize the importance of a team schedule. Discuss the qualities of a good teammate so that students begin the project with mutual respect.
  • Start with small exercises as a warm up. Consider starting with a couple of smaller in-class team-based exercises so that students get used to working collaboratively

 II. Group generation methods

  • Allowing self-selection of teams can create problems. Students like to choose friends as teammates. Personal issues then carry over into the project, friendships may suffer, or the members may take the project less seriously, resulting in poor group performance.
  • Random selection is a reasonable alternative to student choice. This method is the fastest way to generate groups and more reflective of the real world. While random selection is convenient, consider ensuring diversity in each group to the extent possible.
  • Skills based alignment is ideal for creating groups. Identifying students’ strengths and weaknesses through in-class exercises can help establish well-rounded teams. As a part of the preparation for the project, generate a list of the skills needed, have the students identify their strong and weak areas, then group the students accordingly.

 III. Getting each student to contribute

  • Assign the students to roles. The difference between a dysfunctional group and a successful team lies in assigning roles. If students are assigned tasks with deadlines, they are more likely to take ownership and responsibility for completing their work as part of the team. Establishing roles can be a part of the group creation process. Avoid having students doing the same task for the entire length of the project. Instead, make the skill requirements for the team more conceptual. Use abstract concepts (Researcher or Synthesizer; Gatherer of Data or Analyzer of Data) so that broad expertise is required for each role.
  • Require that a different student present the team’s progress for each report. Make sure that each student has an opportunity to participate in an in-class presentation. Presenting their work is a skill that all students will use in the future. As it involves an understanding of all the parts of the project, these presentations by each team member also help to ensure successful group collaboration.

 IV. Assessing the team/individual in and outside of class

  • Have the students do evaluations. This can be done both during and after the project. Evaluations serve as reflective exercises for the students, allowing them to comment on how the process could be improved. Evaluations are particularly useful for gauging the team and individuals’ contributions for grading. Questions that require students to evaluate their own performance, the performance of each team member, and the team as a whole can provide insight into how the team functioned.
  • Schedule time for team work in class. Scheduling group work outside of class is always a challenge for students. By allowing time during class for team work, you also will have an opportunity to monitor student progress. This is a great way to gauge whether the students are experiencing difficulties and provide an opportunity for questions, clarifications, or assistance with problems. Some of the best learning comes from spontaneous discussion in class, and peer-learning can be extremely effective when students are working together to solve problems.
  • Ask for regular status updates. Starting class with a brief progress report from each team will bring up questions and concerns that can be addressed at once, eliminating redundancy and saving time.

V. Build in time for reflection

  • Reflection is key to learning from failure as well as success. Make sure you build in time for students to reflect on their progress. The best time to get the students to reflect on their experience is after the project during a debriefing discussion. Questions such as “What went well or not so well?” and “What would you do differently?” will enhance the opportunity for learning from their failures as well as their successes.

This post was adapted from The Innovative Instructor article series: http://www.cer.jhu.edu/ii/InnovInstruct-BP_MakingGroupProjectsWork.pdf

Pam Sheff,
Senior Lecturer, Center for Leadership Education, Johns Hopkins University
Pam Sheff is an award-winning writer and marketing communications consultant, with experience developing marketing, public relations and communications strategies for clients ranging from start-ups to large corporate, institutional and government organizations. Now a full-time lecturer in CLE, Pam has taught classes on business communications and entrepreneurship.

Leslie Kendrick,
Senior Lecturer, Center for Leadership Education, Johns Hopkins University
Leslie Kendrick has taught in the CLE program since 2002 and developed the five core marketing courses. She has 12 years of experience as a marketing practitioner. She has  worked for Harper & Row Publishers, Londontown Corporation, and Lippincott, Williams & Wilkins.

Image Source: © Reid Sczerba, 2012

Teaching with Images

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Today’s students are surrounded by visual media in their everyday lives.  With their heavy use of the Internet, they are accustomed to accessing information in both textual and visual forms. The use of images in the classroom is a pedagogical strategy aimed at engaging students who have grown up in a media-rich environment. Digital technology has made images more readily available and easier to incorporate into teaching and learning materials.

Collage of images representing botany, biology, art, maps, geology, space.While teaching with images has been at the core of disciplines like art history for decades, all courses can benefit from the use of visual materials in class lectures, assignments, exercises, and resources. Images can be an effective way of presenting abstract concepts or groups of data. Instructors have reported that their use of images in the classroom has led to increased student interactivity and discussion. Teaching with images can also help develop students’ visual literacy skills, which contributes to their overall critical thinking skills and lifelong learning.

Finding images
While a Google Image Search, which draws from the many images available on the Web, can be useful for finding a specific or obscure image, there are problems associated with this method. Google retrieves images based on the text appearing nearby or on the image file names, often resulting in hundreds of unrelated results that have nothing to do with your subject. In addition, images posted to the Web may have incomplete or incorrect data attached and may have rights restrictions. Finally, the images found by Google are often of insufficient resolution for classroom projection or printing.

High quality images can be found through the Johns Hopkins Libraries, which provide access to a number of specialized image resources.  These databases provide downloadable, high-resolution images, include reliable information about the images, and allow advanced search capabilities. The resources include:

  • ARTstor, a database of over one million images in the arts, humanities, and social sciences.                                                            
  • Digital Image Database at JHU (DID@JHU) provides JHU faculty and students with access to thousands of images in a variety of subjects.   You can also request to add images for specific courses to the database.                       
  • Accunet/AP Multimedia Archive, a database of images, audio files and texts from 160 years of news and world events.
  • There are thousands of free, public domain images available through the U.S. government, easily searchable at the USA.gov website.                          
  • The Image Research Guide contains search tips, information about copyright and publications, and subject-specific web recommendations.                              
  • The CER has a list of websites containing freely available images and multimedia for educational use

Copyright & Permissions
While technology has made it easier than ever to download, manipulate, and re-publish images, it has also made it easier to inadvertently violate the copyrights associated with them.  The use of copyrighted images for educational purposes is allowed under the Fair Use exemptions to the US Copyright Act.  As there are several factors to take into account when determining whether your use of an image may be considered a fair use, it is a good idea to familiarize yourself with these criteria.  Many image databases and websites will stipulate the extent to which educational use of their materials is permitted.

There are resources available online to help guide you in determining whether your use qualifies under the Fair Use exemptions.

In addition, there are some best practices to follow to facilitate the legal and ethical use of images. These include:

  • Restrict online access to images to class members only.  Post images to a password-protected website or space, such as Blackboard, or in a shared folder in ARTstor or the Digital Image Database (DID@JHU).  If you’re not sure how to do this, consult your Research Services Librarian or a CER staff member.
  • If you are posting or publishing images to a forum that is open to members of the public, use public domain or Creative Commons-licensed images.

Uses of Images
Images will be more effective in the classroom if they are meaningfully integrated into course curricula.  Think of ways images can support the delivery of content, illustrate class themes, serve as primary research materials, or be built into assignments.

If you would like to learn more about integrating visual materials into your teaching, contact Macie Hall, Instructional Designer, CER: macie.hall@jhu.edu. The following are additional resources on how to use images in the curriculum:

Some ways you can introduce images into your course materials:

  • Presentations in PowerPoint, Keynote, the ARTstor Offline Viewer, or the DID@JHU image viewer
  • Blackboard resources
  • Other learning tools, such as the CER’s Timeline Creator or Interactive Map Tool
  • Primary source materials: photographs as historic documents, maps to inform urban planning and site architecture, diagrams and technical drawings to show the evolution of bridge design, or medical images to practice diagnosis
  • Class assignments: images can be powerful as illustrations, didactic materials, or stimulating starting points for structured writing exercises

Adrienne Lai, Emerging Technologies Services Librarian, North Carolina State University Libraries

Ms. Lai was the 2008/9 Art Libraries Society of North America Intern and did her internship at Sheridan Libraries and Department of the History of Art, Johns Hopkins University. She wrote the original Innovative Instructor print series article, Teaching with Images, adapted for this blog post. She completed Master’s Degrees in Library Studies and Archival Studies at the University of British Columbia in Vancouver, BC, Canada and holds a Master’s Degree in Fine Arts from the University of California, Irvine. She came to the library profession from several years of teaching art, art history, and cultural and media studies at art colleges in Canada and the US, and is interested in the possibilities of collaborative instructional efforts between libraries, faculty, and technology.

Image Source: Images in the collage were obtained from USA.gov Photos and Images and include images from NASA, National Gallery of Art, National Park Service, and National Agricultural Library, ARS, USDA.

 

Quick Tips: Managing Your Time Spent Online

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Collage of logos for various online applications such as Facebook, YouTube, Pinterest, GMailWe spend an increasing amount of time plugged in to our various e-devices, doing research, monitoring the “interwebs”, interacting with friends, colleagues, and acquaintances in social media settings, blogging and reading other’s writings, texting, and answering emails. For faculty the influx of email particularly during the semester is often overwhelming. Students seem to expect an immediate response and may become frustrated if they don’t receive a prompt reply. They may not understand that you teach several courses and have hundreds of students and don’t know from their email which course they are in. What to do?

A recent article (March 26, 2013) in the  Chronicle of Higher Education, Managing Your Online Time by Paul Beaudoin, has some timely suggestions. While the article was written with faculty who are teaching fully online courses in mind, the suggestions offered will be equally useful to those instructors in more traditional, face to face environments. For example: it helps to start by managing student expectations on email responses at the outset, preferably in a well designed syllabus. You should let students know how quickly you will respond and during what hours. Frequent reminders that students should identify their class and section in all correspondence are helpful in gaining compliance. Look for tools in Blackboard (course management application) that will offer additional discussion outlets so that students can help others with the same questions. Create an FAQ, post it, and point to it when students ask the same questions repeatedly.

Check the article for more details and ideas.

Macie Hall, Senior Instructional Designer
Center for Educational Resources

Image Source: © Macie Hall, 2013