Make Work Meaningful for Teachers

Use the summative meeting to help make teachers’ work “meaningful” to them. HBR article. "How to Make Work More Meaningful for Your Team" Good leaders "are curious and inquisitive. Studies show that people tend to experience work as meaningful when they feel like they are contributing to creating something new — especially when they feel able to explore, connect and have an impact. Curious leaders help people find meaning at work by exploring, asking questions, and engaging people in ideas about the future. In a way, curious leaders help employees find something meaningful by providing a wider range of possibilities for how work gets done, as opposed to being very prescriptive and micromanage people.”

Jo Boaler on how she stays on top of research

Article in Education Week (link) "When Picking Up My Phone Replaced Picking Up a Journal"


References her most-read article.  How drawing from different types of sources influences how she writes about research:

My approach of drawing from these different kinds of sources to find new research has also shaped how I write about research—and where I choose to publish that writing. A good example is the paper I wrote that has probably had more impact and received more attention than any other I have written. The article, "Fluency Without Fear: Research Evidence on the Best Ways to Learn Math Facts," which is currently approaching half-a-million reader views, was published on my research team's website (youcubed.org) rather than a journal where it would have reached vastly fewer readers.
"Fluency Without Fear" opens with a popular account published in newspapers across the United Kingdom of a British politician who was ridiculed for not being able to immediately give an answer to the question: What is 7 x 8? My paper then introduced important research from mathematics educators, cited the results of several neuroscience studies, and concluded with the insights of prominent mathematicians. 

The paper builds a case, from peer-reviewed research in learning and neuroscience as well as from the experiences of mathematicians, on the importance of moving away from speed and memorization toward number sense and conceptual thinking. It does not read like a typical research paper, but its impact draws from its breadth of sources. By combining research and real-life events, the paper was more accessible for a wide swath of teachers, parents, and other educators.

Don't just read "mathematics education articles":

I view myself as a mathematics educator first and foremost, but there are dangers to reading only mathematics education articles, as the field can become isolated and irrelevant. In our complex, technologically connected world, we must rely on complex technological connections to remain relevant and informed. This information highway is exciting and vivid but it brings with it dangers. We must, of course, be vigilant about the credibility of our sources.

Dylan Wiliam: How to Improve Curriculum and Teaching

from Marshall Memo #880

Dylan Wiliam on Two Strategies That Really Work in Schools

            “Today in America,” says assessment guru Dylan Wiliam in his latest book, “the biggest problem with education is not that it is bad. It is that it variable. In hundreds of thousands of classrooms in America, students are getting an education that is as good as any in the world. But in hundreds of thousands of others, they are not.” Wiliam argues that these recent initiatives in U.S. schools are not the best ways to solve the problem of variability:

-    Recruiting “smarter” people as teachers (they aren’t necessarily effective with kids);

-    Focusing on firing “bad” teachers (although of course the very worst need to go);

-    Using infrequent classroom observations (“Good teachers have bad days and bad teachers have good days,” says Wiliam);

-    Using test scores to evaluate teachers (“Every teacher builds on the foundations laid by those who taught their students previously.”);

-    Merit pay for the “best” teachers (there aren’t reliable ways to identify them);

-    Reducing class size (except in the lower grades, if effective teachers are available);

-    Copying the practices of other countries (many of their ideas don’t travel well);

-    Expanding school choice (there are several challenges and scaling up is problematic).

So what does work? Wiliam believes two approaches will bring more good teaching to more students more of the time, with particular benefits for the least advantaged:

            • A knowledge-rich curriculum – Students enter school with significant differences in vocabulary, processing power, and working memory. However, says Wiliam, “The differences in people’s intelligence and differences in the capacities of their short-term working memories (which undoubtedly exist) matter very little if they have the same extensive knowledge. Education can’t do much for intelligence or working memory, but it can have a massive impact on long-term memory.” That’s why a curriculum rich in knowledge closes achievement gaps.

“The big mistake we have made in the United States, and indeed in many other countries,” Wiliam continues, “is to assume that if we want students to be able to think, then our curriculum should give our students lots of practice in thinking. This is a mistake because what our students need is more to think with. The main purpose of curriculum is to build up the content of long-term memory so that when students are asked to think, they are able to think in more powerful ways because what is in their long-term memories makes their short-term memories more powerful. That is why curriculum matters.”

Wiliam lists these desiderata for a high-quality curriculum: (a) it’s well aligned with the aims of K-12 education; (b) it has a carefully structured sequence for building knowledge (for example, it’s easier for students to understand how to find the area of a triangle if they’ve first learned how to find the area of a parallelogram); (c) the pacing of knowledge acquisition avoids overloading short-term memory; (d) material is distributed over weeks, months, and years with review built in; and (e) students have frequent opportunities for self-testing so knowledge is firmly embedded in long-term memory.

            • Improving the teachers we have – “Schools and districts need to focus on the idea that all teachers need to get better,” says Wiliam, “not because they’re not good enough but because they can be even better. Moving the focus from evaluation to improvement also changes working relationships in a building. Where teachers are in competition, either because they are seeking scarce bonuses or to avoid sanctions, then they are unlikely to help each other. In contrast, when it is expected that all teachers improve, cooperation is encouraged and even expected.”

            Teacher teamwork has the greatest potential to improve teaching and learning, says Wiliam, so the most important job of school leaders is fostering a professional environment that supports frequent team collaboration. Foundational conditions include: order and discipline; addressing teachers’ basic concerns; time and resources for professional development; a culture of trust and respect; a “press” for student achievement; and reorienting teacher evaluation to focus on improving instructional practices.

For teacher team meetings to have the greatest benefit for students, Wiliam believes they need to be tightly structured and spend most of the time looking at evidence of student learning (from classroom assessments or samples of student work). He and his colleagues have developed the following steps for once-a-month 75-minute team meetings (with one member serving as timekeeper and facilitator). The focus is always on looking at student work and assessment evidence and thinking of the best ways to adapt instruction to meet students’ needs in real time. Here’s the structure:

-    The teacher responsible for running the meeting outlines the meeting’s aims, including the student learning intentions and criteria for success (5 minutes).

-    The team does a warm-up activity, perhaps sharing something a student said that made them smile, something a colleague did to support their work, something they’re looking forward to, or something that’s bugging them (5 minutes).

-    Each teacher reports on an instructional change they promised to try in their classrooms at the previous meeting with evidence of how it went, and colleagues share ideas and suggestions (25 minutes).

-    The team discusses a new article, book chapter, or video on formative assessment (20 minutes).

-    Each teacher shares a classroom practice they are going to implement over the coming month (15 minutes).

-    The team wraps up by reviewing whether the meeting’s goals were met – and if not, what action needs to be taken (5 minutes).

Wiliam says this protocol has been dramatically successful in improving teaching and learning in hundreds of schools across the U.S.

Educators often voice two concerns about structuring team meetings this way. First, will having the same sequence be monotonous? Not so, says Wiliam; a familiar structure with different content keeps things on track and saves time that might be taken up repeatedly inventing new structures. Second, don’t teachers need an outside facilitator to stay on task? “Our experience,” says Wiliam, “is that teachers really can do it for themselves.” He points to three reasons for not depending on teacher coaches as facilitators: (a) pulling good teachers out of the classroom to serve as coaches often results in a net loss of a school’s instructional capacity; (b) coaching positions are often the first to be cut in hard budget times; and (c) coaches don’t always have credibility. “Even when teachers come from the district,” says Wiliam, “as soon as they stop teaching and become coaches, many teachers regard the coaches as being out of touch with the realities of teaching.”

            What makes this meeting structure so successful? First, says Wiliam, “focusing on classroom assessment seems to be a smart place to begin the conversation with teachers… All teachers in America would probably agree that it is part of their day job to find out whether students have learned what they have been taught.” Second, research points to the power of formative (on-the-spot) assessments to improve teaching and learning by adjusting instruction minute-by-minute and day-by-day, and that is always the heart of these teacher meetings. And third, says Wiliam, “when we develop teachers’ ability to use real-time assessment to adapt their instruction to their students’ learning needs, those skills can be applied in all their teaching.”

            Boosting these skills involves changing teachers’ daily practice, which can be challenging. Wiliam believes this “is most likely to be achieved through regular meetings where teachers promise to their peers what they are going to try out in their classrooms and are held accountable for making those changes.”

Creating the Schools Our Children Need by Dylan Wiliam (Learning Sciences International, 2018); Wiliam can be reached at dylanwiliam@mac.com.

Information Literacy Techniques: Fact Checkers Win

From Marshall Memo 819

Who Is Best at Spotting Junk on the Internet?

            “Technology can do many things, but it can’t teach discernment,” say Sam Wineburg (Stanford University) and Sarah McGrew (University of Maryland) in this Teachers College Record article. “The Internet has democratized access to information but in so doing has opened the floodgates to misinformation, fake news, and rank propaganda masquerading as dispassionate analysis.” Wineburg and McGrew share the results of their study of three different groups’ ability to critically examine online material, how long they took, and the strategies they used. They watched 25 Stanford undergraduates, 10 Ph.D. historians, and 10 professional fact checkers as they looked at online material on bullying in schools, minimum wage policy, and teacher tenure.

Who did best? It wasn’t even close. “Only two of the 10 historians adroitly evaluated digital information,” say Wineburg and McGrew. “Others were often indistinguishable from college students. Both groups fell victim to the same digital ruses.” Only 20 percent of the undergraduates were able to identify the most reliable website for one of the issues, only 50 percent of the historians – and 100 percent of the fact checkers. The amount of time needed to find a relevant source for another issue was 318 seconds for the students, 220 seconds for the historians, and 51 seconds for the fact checkers.

The fact checkers did significantly better because they used two specific techniques that are eminently teachable:

-    Taking bearings – “Before diving deeply into unfamiliar content, chart a plan for moving forward,” say Wineburg and McGrew. “Taking bearings is what sailors, aviators, and hikers do to plot their course toward a desired destination.”

-    Lateral reading – This means immediately leaving the website being examined and opening new tabs along the browser’s horizontal axis, drawing on the resources of the Internet to learn more about the site in question and its claims.

It’s interesting that these approaches are quite different from the Common Core skill of close reading: “read and reread deliberately” in order to “reflect on the meanings of individual words and sentences.” When looking critically at Internet content, quite a different approach is needed. “Instead of closely reading or ticking off elements on a list,” say Wineburg and McGrew, “[the fact] checkers ignored massive amounts of irrelevant (or less crucial) text in order to make informed judgments about the trustworthiness of digital information. In short, fact checkers read less but learned more.”

“Lateral Reading and the Nature of Expertise: Reading Less and Learning More When Evaluating Digital Information” by Sam Wineburg and Sarah McGrew in Teachers College Record, November 2019 (Vol. 121, #11, pp. 1-40), available for purchase at https://bit.ly/2RbxpbL; Wineburg can be reached at wineburg@stanford.edu, McGrew at mcgrew@umd.edu.

Active Learning research

From Marshall Memo #819

Clickers and Peer Discussion in High-School Classes

            In this Harvard Educational Review article, Bryan Henderson (Arizona State University) says “active learning” is a broad term that covers everything that isn’t traditional lecture teaching to passive students. In fact, there are many ways of making students more “active” learners; one of the best, Henderson believes, is “peer instruction” using clickers (wireless audience response devices) in the following manner:

-    Students listen as the teacher presents content.

-    The teacher poses a conceptual question on the content with several answer options.

-    Students consider the options and anonymously submit their answers via clickers.

-    The teacher displays the number of “votes” for each option.

-    Students pair up and debate their choices and the reasons they made them.

-    Students re-vote on the same question via clickers (they may or may not have changed their mind after discussing the question).

-    All answers are displayed (the correct answer usually gets more votes).

-    The teacher discusses the correct answer and any lingering misconceptions.

This process has produced learning gains twice as great as conventional instruction in some studies.

Henderson wondered which was the most important step in the model and whether variations in active-learning pedagogy might produce the same robust learning gains. He studied the same teacher working with four different groups of high-school physics students, introducing variations in how students spent their time between their first clicker vote and their re-vote: (a) pure lecture and note-taking; (b) students writing down their thinking; (c) students debating each question with peers; and (d) students writing first, then discussing with peers.

The results showed the strongest learning gains when students were given the chance to talk with other students between clicker votes. Henderson also found that time of day mattered: the benefits of turning the class over to the students for discussion were greater in the morning than in the afternoon.

An important message here is that results were not dependent only on whether clicker technology was used; what mattered was how and when the technology was used with students, with the most powerful variable being a chance to talk with a peer about a challenging question.

“Beyond ‘Active Learning’: How the ICAP Framework Permits More Acute Examination of the Popular Peer Instruction Pedagogy” by Bryan Henderson in Harvard Educational Review, Winter 2019 (Vol. 89, #4, pp. 611-634), available for purchase at https://bit.ly/3a9xfdk; Henderson can be reached at jbryanh@asu.edu.

Helping Students Track Their Own Learning

Danielson Domain IV reflection time now.

These teachers might be interested in this article from Edutopia about using Google Forms and Sheets to help students track their own learning.

Past Trauma May Cause Both Behavioral and Health Changes

Article by Harvard Woman's Health Watch

"Past Trauma May Haunt Future Health" (link)

Behavioral changes resulting from trauma. People who are suffering from traumatic memories may try to escape them by participating in risky behaviors such as drinking, smoking, drug use, or even overeating for comfort. "Those can all be used as a coping mechanism, a way of dealing with emotional dysregulation that occurs when someone has been traumatized," says Roberts. These habits, in turn, lead to health problems.

Physical effects related to trauma. The problem goes beyond unhealthy habits. Experts believe that there is actually a direct biological effect that occurs when your body undergoes extreme stress. When you experience something anxiety-provoking, your stress response activates. Your body produces more adrenaline, your heart races, and your body primes itself to react, says Roberts. Someone who has experienced trauma may have stronger surges of adrenaline and experience them more often than someone who has not had the same history. This causes wear and tear on the body — just as it would in a car where the engine was constantly revving and racing, she says. Stress responses have also been demonstrated in people who have experienced discrimination throughout their lives. "It ages your system faster," says Roberts.

Chronic stress can increase inflammation in the body, and inflammation has been associated with a broad range of illness, including cardiovascular disease and autoimmune diseases, says Roberts. Early trauma disrupts the inflammatory system. This can lead to long-term aberrations in this system and chronic health problems triggered by constant inflammation. Typically, the more trauma you've experienced, the worse your health is.

Changing Destructive Behaviors: Origin Stories

From HBR article “Getting to the Bottom of Destructive Behaviors,” by Ron Carucci 

If you, or someone you coach, has struggled to change chronic destructive behavior — anything from angry outbursts to freezing up in high-risk moments to asserting excessive control under stress — uncovering their origin stories may help you break through and make way where other approaches have failed to.  The process involves four steps.

1) Write down the origin stories.

I ask my clients to recall scenes from their formative years, usually between the ages of five and 20, in which the importance of the behavior in question started to appear.  Take the case of my recent client, Andy, the division president of a global accounting firm. He was affable, articulate, with an infectious energy that earned him high regard. But these positive qualities were counteracted by a defiant need to be right, crave the spotlight, and talk incessantly. I asked Andy to write down stories from his formative years centered around times he learned that being both right about, and central to, so many issues became critically important to him. I wanted him to uncover why being wrong or on the periphery was threatening to him. My hunch was that Andy only felt safe when he was talking, and that having his views questioned triggered a sense of inadequacy and shame. The question I told him to try and answer was this: When and how was this behavior learned?    

2) Identify the inner narrative. 

The origins of destructive behavior are almost always attached to well-formed narratives. These narratives serve as templates, or biases, through which we make sense of the world, and often manifest in reaction to experiences we faced earlier in life — or our origin stories. Unless we rewrite them, we spend our lives recreating conditions that reinforce them. But we can’t rewrite stories that we can’t even name. That’s what this step is about.  One of the stories Andy wrote was about the social struggles of changing schools when he was ten. Andy was both a severe stutterer and suffered with ADHD. His new school required him to attend “special education” classes in the middle of the day when everyone else was at recess. For two years, Andy’s daily walk of shame past jeering peers to what they called the “stupid classroom” set the stage for a defiance and shame that would manifest as the behaviors he now couldn’t change.  Andy learned that to prevent being seen as “stupid,” he needed to be highly likable, articulate without stuttering, and consistently demonstrate how smart he was to others. To him, being smart meant being right. I asked Andy to identify in one sentence what that vulnerable season taught him. The narrative Andy wrote down was: “Unless you can prove otherwise, everyone will see how stupid you are.”  His interpretation is starkly revealing. Andy didn’t believe he had to prove he wasn’t stupid. He believed he had to hide the fact that he was. Those years of ritualized public shame caused him to conclude he was inadequate, unintelligent, and therefore, had to adopt sophisticated behaviors to conceal that “truth” from others.  But his abrasive behaviors ended up doing the opposite — pushing people away and replicating his childhood experiences of rejection. Consequently, he had to acquire others’ acceptance and admiration using upbeat energy and brilliantly articulated ideas. Andy realized he’d spent his entire life perfecting a cycle that, while made him feel momentarily safe, yielded the very rejection he sought to escape.

3) Name the need the behavior is serving. 

The anchor that holds troubling behavior in place is the need it serves. This step is about figuring out what that need is. Chronic, destructive behavior is usually an attempt to resolve the painful experience that initiated it. When I asked Andy to tell me what he ultimately wanted, he said, “I want to feel like I belong just by being me.” The problem was that he learned early in life that he couldn’t both “belong” and “just be me.” As a result, he chose to concoct a new version of himself.  Andy and I discussed exactly what this meant: To counter his feelings of self-contempt and shame and purchase others’ acceptance, he made sure others believed he was an affable, articulate guy, especially at his place of work. His unconscious need to reinforce his own belief that he was stupid and unlikable is what made him resistant to change, despite cognitively understanding he should in fact change.  While he freely acknowledged the negative consequences of his behavior on others (cognitive) and desired to actually stop (motivation), the unaddressed pain of those formative years (trauma) was simply too formidable to be more than momentarily counteracted by his will or his acknowledgement. This cycle had set a destructive pattern into motion.

4) Choose a new narrative and alternative behaviors. 

Once someone has identified the deeper needs that that their troubling behavior serves, no matter how irrational they seem, they can begin the process of change.  To start my clients off, I always ask them to take a stab at writing down a new narrative. For Andy, the prompt was: What would happen if you really were smart and didn’t need to purchase other’s approval with your enthusiastic energy or by using your verbal mastery to appear intelligent? Do you think others would still admire you if you were quiet? For his new narrative, Andy wrote, “I am liked, smart, and safe even in silence.” It’s common to dismiss formative stories as mere parts of our past. A divorce, a loved one’s fatal illness, being bullied, surviving a natural disaster, and many other experiences, can leave lasting marks that shape who we become.

Goal Setting: the "From/To" goal

From HBR “A Simple Way to Map Out Your Career Ambitions,” by Marc Effron 

It’s not always clear how you should think about growing in your career. One thing to try is writing a “from/to” statement that articulates where you are today and where you want to go. For example: I want to progress from an individual contributor who adds value through technical expertise and closely follows others’ directions, to a people leader who creates a clear strategy and delivers results through a small team. To write a from/to, ask trusted superiors and colleagues for their candid view of your current role and your goals. Tell them to be brutally honest, because their transparency will help you figure out how you need to grow. Reflect on their answers and incorporate them into your from/to statement — and then have your colleagues read it. Sometimes people think they’re far ahead of where they are, or they choose a destination that is unrealistic. Your advisers can provide a reality check.

How to Listen as a Boss

From this HBR article “Don’t Be the Boss Who Talks Too Much,” by Hjalmar Gislason 

As a manager, you probably have to talk a lot. You want people to have the guidance and direction they need, of course, and there are plenty of situations where you need to speak your mind. But at some point, talking a lot can turn into overcommunicating. You can end up dominating conversations, which means employees’ perspectives aren’t being heard. To make sure you aren’t talking too much, listen as much as you speak. When someone raises a question in a meeting, invite others to weigh in before you. In fact, don’t contribute your thoughts until several other people have offered theirs. That way everyone is included and feels that their input is valued. You can also schedule regular one-on-one sessions with your team members to encourage open communication. Ask employees about their wants, needs, and concerns — and then hush. You may be surprised how much you learn when you’re saying nothing.

Leadership During Crunch Time

From HBR this article by Rebecca Knight:

Sometimes work gets intense. Whether it’s a seasonal rush or a project with a tight deadline, it can be hard to keep people focused and motivated when they’re overloaded. What’s the best way to rally the troops? For starters, check your own emotional energy. You’ll be hard pressed to lead your team if you’re feeling beleaguered or stressed yourself. Take the time to reflect on why the work matters. Why is it relevant to your organization’s goals or mission? And who will benefit from the hard work of you and your team? Then, convey that message to your staff to inspire excitement and enthusiasm. Acknowledge that success will require hard work and perhaps some sacrifices, but express confidence that the team will prevail, and assure everyone that you’re all in it together. Finally, remember that incentives are your friend, and they should be deployed throughout the project, not just at the end. Identify milestones and find ways to reward your team’s hard work: a Friday afternoon off, perhaps, or an office ice cream party. Moments of celebration foster camaraderie and create sustained engagement.

Management Hack - Time Boundaries and Time Blocking

From HBR this article by Elizabeth Grace Saunders:

Meetings that run long or unexpected requests from colleagues can prevent you from getting an important task done, make you leave work late, or even disrupt family time. How can you set and communicate boundaries so that you feel your time is respected? Start with your calendar. Block out times when you’re commuting, taking your kids to school, or when you’re getting focused work done, making sure you’re marked as unavailable. Next, ensure that you’re setting meetings for an appropriate amount of time, and stick to a focused agenda. If you’re not running the meeting, tell your colleagues that you have a hard stop. You also need to manage communications. Make your preferred way of communicating — for example, email versus Slack — clear with your colleagues, and respond on your schedule, when possible. Most messages can wait! Of course, you can’t always set meetings based on your needs or dictate how people communicate with you. But the goal is to find limits that are polite on the outside and make you feel calm on the inside.

Management Hacks - Distraction

From Harvard Business Review article by Maura Thomas, this admonition to  "investigate yourself"

Dealing with endless distractions at work can be exhausting and make you feel like you never get anything done. To avoid burnout — and to accomplish thoughtful, important work — you need to combat interruptions, especially ones you’re creating yourself, such as checking your email every five minutes. Pay attention to how often and why you’re allowing your attention to be stolen. Make a note every time you find yourself switching away from a task before your intended stopping point. Then think about what caused you to be distracted and jot that down, too. Once you become aware of these cues, find ways to overcome them. For example, ask yourself what you could do to stop constantly checking Twitter on your phone, or how you could keep others from interrupting you when you’re trying to focus. Record these ideas, then look for opportunities to try them out. Keep a record of which ones were successful and which weren’t. Over time, you’ll end up with a list of tactics that will help keep you focused and give you a greater sense of accomplishment.

Does reading make us more empathetic?

This article from Stanford by Keith Oatley in 2008 says yes: 

10 Things to Say to Someone Thinking about Suicide

As part of the departmental focus on mental health of teens, here are two practical "what to say" articles:

10 Things to Say to Someone Thinking of Suicide (link)

I'd encourage you to read the entire article which explains why these are good things to say.  But here's the list:

1. “I’m so glad you told me that you’re thinking of suicide.”
2. “I’m sad you’re hurting like this.”
3. “What’s going on that makes you want to die?”
4. “When do you think you’ll act on your suicidal thoughts?”
5. “What ways do you think of killing yourself?”
6. “Do you have access to a gun?”
7. “Help is available.”
8. “What can I do to help?"
9. “I care about you, and I would be so sad if you died by suicide.”  (*be careful with this one)
10. “I hope you’ll keep talking to me about your thoughts of suicide.”

10 Things NOT to Say to someone Thinking of Suicide (link)

1. “How could you think of suicide? Your life’s not that bad.” 

2. “Don’t you know I would be devastated if you killed yourself? How could you think of hurting me like that?” 

3. “Suicide is selfish.” 

4. “Suicide is cowardly.” 

5. “You don’t mean that. You don’t really want to die.” 

6. “You have so much to live for.”

7. “Things could be worse.” 

8. “Other people have problems worse than you and they don’t want to die.” 

9. “Suicide is a permanent solution to a temporary problem.” 

10. “You will go to hell if you die by suicide.”  

Increase in Teen Suicide and What We can Do about it

Richard A Friedman in the NYT.
"Why Are Young Americans Killing Themselves?" (link)

"After declining for nearly two decades, the suicide rate among Americans ages 10 to 24 jumped 56 percent between 2007 and 2017, according to data from the Centers for Disease Control and Prevention. And for the first time the gender gap in suicide has narrowed: Though the numbers of suicides are greater in males, the rates of suicide for female youths increased by 12.7 percent each year, compared with 7.1 percent for male youths.

"At the same time, the rate of teen depression shot up 63 percent, an alarming but not surprising trend given the link between suicide and depression: In 2017, 13 percent of teens reported at least one episode of depression in the past year, compared with 8 percent of teens in 2007, according to the National Survey on Drug Use and Health.

...

"To start, we need a major public campaign to educate parents and teachers to recognize depression in young people and to learn about the warning signs of suicide — like a sudden change in behavior, talking or writing about suicide, and giving away prized possessions. We should have universal screening of teenagers at school, with parental consent, to identify those who are suffering from depression and who are at risk of suicide. And we have to provide adequate funding and resources to match the mental health needs of our young people.

"Every day, 16 young people die from suicide. What are we waiting for? 

See also the Pew Educational Trust study.

Time-boxing

Harvard Business Review article on Time-Boxing by Marc Zao-Sanders speaking about the importance of ditch to-do lists for time-boxing.

I converted from my religiously observed to-do list (daily work plan) to this calendar system, also known as timeboxing (a term borrowed from agile project management). All five of Markovitz’s criticisms of to-do lists have manifested for me. In a study we conducted of 100 productivity hacks, timeboxing was ranked as the most useful. And over the last few years, I have also discovered several additional benefits of timeboxing, which I would like to share.
First, timeboxing into a calendar enables the relative positioning of work. If you know that a promotional video has to go live on a Tuesday and that the production team needs 72 hours to work on your copy edits, then you know when to place the timebox. In fact, you know where to place the timebox: it’s visual, intuitive, obvious. Working hard and trying your best is sometimes not actually what’s required; the alternative — getting the right thing done at the right time — is a better outcome for all.

Read whole article here.

Give Students New Things to Love

David Brooks, in an article called "Students Learn From People They Love" writes about how we teach attitudes towards our subjects:

“…a key job of a school is to give students new things to love — an exciting field of study, new friends. It reminded us that what teachers really teach is themselves — their contagious passion for their subjects and students. It reminded us that children learn from people they love, and that love in this context means willing the good of another, and offering active care for the whole person.”

Read article here

Reminds me of Fred Rogers

"If adults can show what they love in front of kids, there’ll be some child who says, ‘I’d like to be like that!’ or ‘I’d like to do that!’” said Fred Rogers. He told a story about a sculptor in a nursery school he was working in when he was getting his master’s degree in child development:

"There was a man who would come every week to sculpt in front of the kids. The director said, “I don’t want you to teach sculpting, I want you to do what you do and love it in front of the children.” During that year, clay was never used more imaginatively, before or after…. A great gift of any adult to a child, it seems to me, is to love what you do in front of the child. I mean, if you love to bicycle, if you love to repair things, do that in front of the children. Let them catch the attitude that that’s fun. Because you know, attitudes are caught, not taught"