Category Archives: Pedagogy

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.

Image Source: Microsoft Clip Art

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.

 

In Case You Missed It…

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The Innovative Instructor has had several posts on flipping your classroom [2013 GSI Symposium Breakout Session 3: Flipping the Classroom and Flipping Your Class]. Two weeks ago the Johns Hopkins School of Public Health Center for Teaching and Learning (CTL) and the Office of Graduate Education held their annual Faculty Teaching Workshop.  This year’s topic was: Engaging Students in Active Learning: The Flipped Classroom and Other Strategies.

Johns Hopkins School of Public Health Center for Teaching and Learning Logo

So why are we telling you this now, after the fact? The good news is that recordings were made of the sessions in the half-day workshop and have been shared along with slides and other resources.

The goals of the workshop were to:

  • Articulate the purpose and value of incorporating active learning and flipping a class/session
  • Evaluate the usefulness of flipping
  • Compare several methods for active learning techniques
  • Implement active learning and/or classroom flipping techniques in your class

The program included:

  • The Active Learning Landscape, Dr. Stephen Gange, Professor of Epidemiology
  • Make Learning Un-Google-able: 21st Century Pedagogies that Will Transform Education, Dr. Marcio Oliveira, Asst. Dean for Educational Innovation, UMD School of Public Health
  • Promoting Active Learning in a Large “Lecture” Class; Experience from a First Try, Dr. Scott Zeger, Vice Provost for Research, JHU
  • Faculty Panel: Active Learning and Flipped Classrooms at JHSPH
  • Panelists: Dr. Elizabeth Golub, Epidemiology; Dr. Keri Althoff, Epidemiology; Beth Resnick, Public Health Practice; Dr. Nan Astone, Population, Family, and Reproductive Health; Moderator: Clark Shah-Nelson, Senior Instructional Designer, CTL

So check out the workshop recordings. And while you are in the neighborhood, the JHSPH Center for Teaching and Learning has many other great resources for teaching on their website.

Macie Hall, Senior Instructional Designer
Center for Educational Resources

Image Source: ©Johns Hopkins School of Public Health, CTL Toolkit Logo

 

2013 GSI Symposium Breakout Session 4: Student Engagement in Curriculum Development

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A Report from the Trenches

We’re continuing with our reports from the JHU Gateway Sciences Initiative (GSI) 2nd Annual Symposium on Excellence in Teaching and Learning in the Sciences.  Next up is “Student Engagement in Curriculum Development: School of Medicine Medical Education Concentration” presented by Sarah Clever, MD, Assistant Professor of Medicine and Assistant Dean for Student Affairs, Johns Hopkins School of Medicine and her students Mark Fisher JHSoM ’14, Sara Fuhrhop, JHSoM ’14, Nikhil Jiwrajka, JHSoM ’15, and Eric Sankey, JHSoM ’15.

Please note that links to examples and explanations in the text below were added by CER staff and were not included in the breakout session presentation.

Dr. Clever identified physicians as having distinct roles as teachers as they interact with their peers, trainees, and patients. As well, graduates from the Johns Hopkins School of Medicine (JHSoM) often pursue careers in academic medicine. Specific training in medical education significantly enhances physicians’ skills as educators.

Based on an online needs assessment survey she conducted of 306 JHSoM students in June 2011 (86 responded), Dr. Clever felt that there was substantial student interest in the implementation of a medical education track including didactic teaching in medical education, hands-on curriculum design with a faculty mentor and evaluation of that curriculum, as well as presentation at a national meeting and or scholarly publication.

Nationally, clinician-educator tracks for residents and faculty are growing in popularity, but Student-as-Teacher programs for medical students are less common. The schools that have such programs include the University of Medicine and Dentistry of New Jersey (Distinction in Medical Education), University of Rochester (Medical Education Pathway), University of Chicago (Medical Education Track), University of Texas at San Antonio (MD with Distinction in Medical Education Program), and Stanford (Foundation in Medical Education). These institutions provided inspiration in developing the JHSoM program, and the discussions with medical students from these institutions about the strengths and weaknesses of their programs were particularly helpful.

The JHSoM Medical Education Concentration (MEC) started with a pilot in the fall of 2011 (for JHSoM Class of 2014 students) and opened formally for application to JHSoM class of 2015 students in May (at JHU, student self- select into this option). There are 20 participants in the first year. The Medical Education Concentration students apply in the 2nd half of the first year.  The second year is spent in a fall seminar series and on developing a curriculum module.  This is done individually in conjunction with a faculty member. Year three, they implement and obtain feedback. In year four the module is implemented a second time.  By the end of the program, students will create an original teaching module in the clinical or preclinical curriculum; collaborate with a faculty mentor using evidence-supported curriculum development methods; and implement and evaluate their module and teaching performance. The overarching goal of the JHSoM program is to teach students critical curriculum design and teaching skills.

The fall seminar series is taught by JHU faculty and includes topics such as: adult learning theory, conducting a needs assessment, writing quality goals and objectives, choosing educational methods, technology in education, constructing an effective PowerPoint presentation, small group facilitation, eliciting, giving, and receiving feedback, and learner and curriculum evaluation methods.

Some of the pilot cohort teaching modules were:

  • Conducting a follow up visit with chronic disease patients in the Longitudinal Clerkship
  • Conducting a well-child visit with pediatric patients in the Longitudinal Clerkship
  • Developing oral presentation skills in the Longitudinal Clerkship
  • Incorporating inter-professional education modules into the Pediatrics Clerkship
  • Surgical skills education for first year medical students.

Refinements to the Medical Education Concentration in the second year have included some changes to the seminar series, integration with other SoM education initiatives, and improving MEC infrastructure (i.e., Blackboard components used for the MEC).

In the future, Dr. Clever hopes to develop a system to track students’ project progress, create a handbook for MEC leadership, work on pre-assessment for prospective participants, and to collaborate with similar programs at other institutions.

Dr. Clever’s presentation ended with these questions for discussion among the breakout session participants:

  1. How can student involvement in curriculum development benefit the Gateway Sciences?
  2. What are the implications of undergraduate student involvement in teaching and/or curriculum development for courses that are already well established?
  3. How can we better involve students in the learning process?

The discussion centered on transferring this experience to the Gateway Sciences Initiative.  Although participants did not feel that freshman and sophomore students would be able to effectively have a role in curriculum design, peer-teaching or developing focused instructional modules could help an upperclassman to gain a greater understanding of a concept or to understand its application to higher level courses.

The consensus was that these SoM medical education concentration students could be role models for pre-med students.  They also could provide insight to faculty teaching undergraduates about the skills needed in medical school (at least the JHU model).  Everyone agreed this was a session that showed how cross- University collaboration could benefit all involved.

For more on the development and implementation of the MEC program see Dr. Sarah Clever’s presentation for the Johns Hopkins Medicine Institute for Excellence in Education Grand Rounds, March 14, 2012: Learners to Educators: Development  and Implementation of a Medical Education Curriculum [JHED ID required].

Many thanks to Melissa West for providing The Innovative Instructor with the notes she took during this session.

Macie Hall, Senior Instructional Designer
Center for Educational Resources

Image Source: Dr. Sarah Clever

 

2013 GSI Symposium Breakout Session 1: Practical Tips for Active Learning

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A Report from the Trenches

The next several posts will be in the form of reports from the JHU Gateway Sciences Initiative (GSI) 2nd Annual Symposium on Excellence in Teaching and Learning in the Sciences. The symposium featured five breakout sessions and many of us attending wished we could clone ourselves and attend more than one, as the topics were so interesting. So to those who couldn’t bilocate, and to those who couldn’t attend the symposium, these posts are for you.

First up is “Moving from Lecture-based Teaching to Active Learning Instructional Approaches: Some Practical Tips” facilitated by Robin Wright, PhD, Associate Dean and Professor of Biology, University of Minnesota.

Robin Wright practiced what she preaches in this breakout session, quickly moving the participants into an active learning activity.

Engaging in active learning discussion.To begin she told faculty to “…start where you are, you don’t need to start over. Start with your current lecture notes and identify the key learning outcomes. What can you do instead of telling your students?” (Remember that the one who does the work does the learning. When you tell your students, you are doing the work.)

She asked participants to think about their favorite lecture, or their worst one. She then discussed the principle of backward design – an instructor looks at what s/he wants students to know and/or be able to do at the end of the course.  Dr. Wright noted that the advantage of backward design is by starting with defining the desired end result, instructors can create appropriate assessments and activities. As well, students can be told what they can expect to learn. Setting clear expectations helps students achieve the goals set for them.

She then asked everyone to define a learning outcome and design an assessment to determine how well students reached the outcome, directing three questions to the participants:

  1. What do you want students to know or be able to do [think in terms of the lecture you’ve selected – what do you want the students to learn from that lecture]?
  2. How will you assess their learning?
  3. What activities will you plan to help them reach your specific goals?

Dr. Wright walked the participants through an example from her own class, defined the outcome, described activities that moved students from a lower level  to a higher level (Bloom’s Taxonomy) with activities, and described how assessed.

Then the participants were set to work on writing one higher level learning outcome and an appropriate assessment and discussing these with the people sitting near them. Everyone appeared to be very enthusiastic about this exercise. In sharing after the small group exchanges we heard the following comments:

It was difficult for many to get started.
It was a powerful tool for determining what the class should focus on.
Participants refined their learning outcomes and assessments in discussion with others.

Dr. Wright then talked about the “tools in her toolkit” that she uses as activities and gave examples of some of these:

  1. Figures from the textbook projected and used as a basis for questions for small group discussion.
  2. Trick questions (questions which may seem to have an obvious answer, but the “obvious answer” is not the correct one).
  3. Videos used to challenge thinking and promote discussion, often used as a way to introduce broad subjects (e.g., evolution) to her classes.
  4. Case studies used to get students to think critically and to begin to learn on their own, outside of the classroom.

She introduced each “tool” with a specific example, and had participants briefly discuss possible answers to questions she would ask her students. Again, the participants gained an understanding of how to incorporate active learning into the classroom through an active learning process.

View the video of Robin Wright’s 2013 GSI Symposium keynote address “Teach What Really Matters; Use What Really Works.” 

Macie Hall, Senior Instructional Designer
Center for Educational Resources

Image Source: Microsoft clip art

Select Web Resources on Active Learning Strategies in the Sciences

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Students in classroomSTEM (Science, Technology, Engineering, Mathematics) education is very much on the radar screen here at Johns Hopkins. Last year our Provost launched the Gateway Sciences Initiative (GSI) as a “…multi-dimensional program to improve and enrich learning of gateway sciences at Johns Hopkins University for undergraduate and graduate students.” Active learning strategies have been a big part of the ensuing conversation. Following are some web resources that will be useful for faculty interested in finding out more about how to incorporate active learning activities into their teaching.

Team-Based Learning Collaborative
http://www.teambasedlearning.org

The Team-Based Learning Collaborative (TBLC) is a consortium of university educators dedicated to supporting faculty from a variety of disciplines who wish to implement team-based learning. The website has specific guidelines, how-to videos, and step by step instructions created by faculty for faculty.

Yale Center for Scientific Teaching
http://www.yale.edu/cst/

The goal of the Center for Scientific Teaching is to enhance undergraduate biology education by training a new generation of “scientific teachers,” namely faculty and instructors who bring the rigor and spirit of science research to teaching. The website has instructional modules developed by faculty who teach undergraduate and graduate science courses and a bi bibliography.

MIT Technology Enhanced Active Learning (TEAL)
 http://web.mit.edu/edtech/casestudies/teal.html

TEAL is an initiative to transform university education from a string of passive lectures in introductory courses into an intense, active, personalized and highly collaborative adventure. The central concepts are flexible modes of learning that better stimulate discovery and improve understanding of conceptual material. The website provides an overview to the activities and spaces in use at MIT and is useful as a model for active learning initiatives.

Stanford Center for Innovations in Learning
http://wallenberg.stanford.edu/

Wallenberg Hall is Stanford University’s center for research in classroom teaching and learning. This site provides a model for active learning with descriptions of the facility, case studies of how the rooms are used, and case studies and interviews with faculty talking about their classroom experiences. Of particular interest are the papers, presentations, and information about on-going research in teaching and learning found here: http://wallenberg.stanford.edu/teaching/findings.html

NC State University Student-Centered Active Learning Environment for Undergraduate Programs (SCALE-UP)
http://www.ncsu.edu/PER/scaleup.html

The primary goal of the Student-Centered Active Learning Environment for Undergraduate Programs (SCALE-UP) Project is to establish highly collaborative, hands-on, computer-rich, interactive learning environments for large-enrollment courses. The website showcases the SCALE-UP spaces at North Carolina State University and other institutions that have adopted SCALE-UP.  Also available through the website: links to physics learning activities, research in physics education, software products to enrich visualization in physics classes, assessment resources, and student learning toolkits.

Minnesota – Active Learning Classrooms
http://www1.umn.edu/ohr/teachlearn/alc/index.html

The University of Minnesota has invested in a new Active Learning Classrooms building and has developed these web resource pages to outline the considerations and challenges in adopting active learning methods, and to provide faculty with specific strategies and activities to promote successful active learning course design.

University of Washington Physics Education Group
Tutorials in Introductory Physics
http://www.phys.washington.edu/groups/peg/curric.html

Two major curriculum developments are the subject of publications by the Physics Education Group at UW.  Physics by Inquiry is a set of lab-based modules designed for K-12 teachers and for college students whose science background is weak. Tutorials in Introductory Physics is intended for use by small groups of students working collaboratively as a supplementary curriculum to aid in the development and application of key concepts in calculus or algebra-based physics.

Carl Wieman Science Education Initiative at the University of British Columbia (CWSEI)
http://www.cwsei.ubc.ca/index.html

The goal of the CWSEI is to achieve highly effective, evidence-based science education for all post-secondary students by applying the latest advances in pedagogical and organizational excellence. This website has a number of useful resources applicable for STEM teaching. Of particular interest are:

Clicker Resources, which include an instructor’s guide: http://www.cwsei.ubc.ca/resources/clickers.htm and videos that show the benefits of, and offer practical tips on, using clickers in the classroom: http://www.cwsei.ubc.ca/resources/SEI_video.html

Educause 
http://www.educause.edu/EDUCAUSE+Review/EDUCAUSEReviewMagazineVolume40/LearningSpaceDesigninAction/157996

EDUCAUSE Review Magazine, Volume 40, Number 4, July/August 2005 has several articles on learning space design theories, principles, and practices, including details on active learning initiatives and activity-based science courses at MIT, NC State University, University of Washington, and Dickinson College, among others.

Association of American Universities (AAU) Undergraduate STEM Education Initiative
http://www.aau.edu/policy/article.aspx?id=12588

The Association of American Universities (AAU) announced on September 14, 2011, that it would undertake a five-year initiative to improve the quality of undergraduate teaching and learning in science, technology, engineering, and mathematics (STEM) fields at its member institutions. The goals of the initiative are to help institutions assess the quality of STEM teaching on their campuses, share best practices, and create incentives for their departments and faculty members to adopt the most effective teaching methods in their classes.

Macie Hall, Senior Instructional Designer
Center for Educational Resources

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