I started using an online grade book as a convenience for myself. Here, finally, was a grade book that couldn’t get lost or stolen, and it would be automatically backed up by the IT department every night. The accumulated scores could also be downloaded directly into a spreadsheet for calculation of grades, a shortcut that reduced the possibility of errors.
A funny thing happened to some graduate students at Drexel University. They enrolled in an online program, drawn by the anytime/anywhere convenience the medium affords, but found that one of their favorite aspects was the live synchronous learning elements.
Ethical action and decision-making has always undergirded higher education practice. For example, issues such as academic freedom and how to balance financial realities with the need for quality both have an ethical dimension.
Most faculty (especially those reading a publication like this) do care about students. We wouldn’t be doing all that we do if we didn’t. However, some semesters are long, some students are difficult, we get behind, we have too much on our plates, and we get stressed and tired. When that’s how we’re feeling we don’t always show that concern in tangible ways.
Two of the big buzzwords in higher education are “student engagement” and “teacher effectiveness.” One way to address these intertwined issues is to improve the quality of student-teacher interactions both inside and outside the classroom.
I recently read two wonderful books on the medical profession, one by Jerome Groopman (How Doctors Think) and the other by Atul Gawande (Better). I’ve been thinking about how closely the tasks of teachers and doctors are aligned.
Consider the following scenario: A student, clearly upset about receiving a failing grade on the midterm, comes up to you after class and says he wants to retake it. You reply that, as stated in the syllabus, there are no make-up exams. You also remind him of his spotty attendance record. He becomes angry, knocks your papers off the front table, and yells “You’re a terrible professor! The whole class hates you!”
Editor’s Note: Today we feature part 2 of Dr. Greenstreet’s “10-Point Survival Guide to Being, and Staying, an Academic Leader.” If you missed part 1, please click here for yesterday’s post. 6. Talk straight: Someone once said: “Sincerity is the key to good leadership — if you can fake that, you’re in.”
While entering the administrative ranks of academia might seem a formidable task, staying there presents a whole other series of challenges. The average length of stay for a dean, vice chancellor, or chancellor can often be fewer than five years and in some programs, the duration of leadership has been known to be considerably shorter.
When learners reflect, they thoughtfully consider (or reconsider) an experience. If the reflection is critical, it challenges the customary ways of understanding or explaining an experience. Critical reflection questions meanings and looks at assumptions. The opportunity to reflect on experiences develops critical thinking skills and helps students to learn things for themselves.