Most classroom practice is astrology

classroom practice is astrology: a photograph of a teacher addressing a male audience, with an astrological chart on a screen behind himIs most classroom practice astrology? David Bowles thinks so.


Certainly, the vast majority of my education consisted of the learn-from-lectures education model that still largely dominates schools and conferences. Was that true for you too?

We can’t even agree on what kind of astrology to use

In addition, society’s three fundamental desires for children’s education drive our primitive ideas about classroom practice. As laid out in Kieran Egan’s thought-provoking book, The Educated Mind, these desires are:

  • making good citizens;
  • mastering certain bodies of knowledge; and
  • fulfilling each student’s unique potential.

Politicians, researchers in education, teachers, and citizens continue to argue about the relative importance of these noble goals. Unfortunately, Egan shows that you can’t satisfy all these ideals simultaneously because they’re mutually incompatible!

What we do know about effective meeting and classroom learning

(See my book The Power of Participation for more details and research references.)

  1. Lectures are a terrible way to learn. Knowledge is not a “thing” one person transfers to another. Rather, knowledge is a relationship between the knower and the known; knowledge is “created” through this relationship.
  2. We learn predominantly socially, not alone in our minds. Rather, we learn in social contexts, through mind, body, and emotions.
  3. Learners create knowledge; they don’t receive knowledge.
  4. We learn best by actively doing and managing our own learning. Not by listening and watching.

In other words, learning is a process, not a transaction. Research shows that the vast majority of our important learning occurs via self-directed activities and while interacting with others.

Astronomy, not astrology

At the end of the 19th century, astrology, a pseudoscience in vogue for over two millennia, was finally replaced by the science of astronomy. The meeting industry, as we know it today, began about 350 years ago. The research about how we learn most effectively is decades old and still hasn’t widely infused into classroom and meeting practice.

Astronomy finally replaced astrology as the predominant way to look at our world. We need to replace the astrology of current meeting and classroom practice with the astronomy of effective learning.

Are you old yet?

are you old yet? a photograph of the 69-year-old skateboarding college professor Tom WinterAre you old yet? (Click on the image to watch the skateboarding professor, who’s my age.)

I turned 69 last week. My body and mind do not work as well as they used to. Oh for the days, long gone, when I went to bed, fell asleep immediately, and woke up eight hours later feeling refreshed! My stamina starts to drop at five pm; no more long productive bouts of late night work.

Traveling extensively for my meeting industry work, I’d meet hundreds of new people every year, and used to be pretty good at remembering their names and how and when I met them. Not these days.

There are all these little aches and pains that weren’t there before. Standing up from a chair is harder than it was. Standing after kneeling on the floor is unexpectedly difficult at times.

It’s not going to get better. (Although, I can run better than I did twenty years ago. But I really had to work at that.)

Anyway, I could go on. This is a litany you’ll likely experience at some point in your life. If you haven’t already.

So, I ask myself: “Are you old yet?”

And then, today, I read this quote from Nobel Prize winner Rosalyn Yalow.

“The excitement of learning separates youth from old age. As long as you’re learning, you’re not old.”
—Rosalyn Yalow

You know what? I’m still learning and unlearning every day — and I’m excited about it!

So I’ve decided.

I’m not old. Yet.

(How old are you, anyway?)

Photo attribution: Stephen Shield

A standing invitation for event and hospitality teachers


Here’s a standing invitation for event and hospitality teachers.

I will meet online with your class for free.

During the COVID-19 pandemic, much of education has moved online. One small silver lining of this disruption? It’s a good time to invite guest presenters into your online classroom.

As an experienced facilitator and designer of participant-driven and participation-rich meetings, I love to share what I’ve learned during my four decades in the meeting industry. No pitches or selling anything.

I’ve presented and facilitated at just about every meetings industry event, including Professional Convention Management Association’s Convening Leaders, PCMA Education Conference, Meeting Professionals International’s World Education Congress, IBTM, MPI Chapter meetings, the MPI Chapter Business Summit, HSMAI MEET, theEVENT, and FRESH, GMIC & NESAE annual conferences. Learn more about me here.

You won’t get a canned presentation. Rather, we’ll discuss beforehand what you and your students want and need. A session on a specific syllabus topic you choose? A freewheeling Ask Me Anything about meeting design that delivers optimal learning, connection, engagement, and action outcomes? Or a session that we build on the fly in real-time to respond to what’s top-of-mind for your class that day? (I love doing those.)

You get to choose.

I hope you’ll take advantage of this standing invitation for event and hospitality teachers. Contact me to set up a mutually agreeable date and time!

Three criteria for working with others for change and action

working with others for change and action: a graphic containing 11 icons that represent speakers, speaking, collaboration, and unityHow can we successfully work with others for change and action?

During the last eight months, I’ve been striving to save a tiny liberal arts school, Marlboro College, from closure. I’ve felt compelled to do this work, not only because the school sits at the heart of rural Marlboro, Vermont, where I’ve lived since 1978, but also because I taught there for ten years (1983-1993) and have a deep affection for the College’s rare form of education.

Someone could write a book about the twists and turns in this struggle, but it won’t be me. Instead, I’m going to share three criteria I uncovered about how to successfully work with others for change and action. When I say “successfully”, I’m not talking about whether “my” side won or lost. Rather, these are pragmatic criteria that can make the process of working with other people on a social or political goal somewhat easier and more productive.

1. Be sure that fundamental motivations are aligned

Attempting to work collaboratively and fruitfully on a complex issue? Take a little time to find out whether your potential collaborators share the same fundamental motivations as you!

It’s tempting to quickly accept any offer of help. At first, all seems well. Sometimes, though, it turns out that a potential collaborator who shares your goals has fundamentally different motivations. I’ve learned that when peoples’ motivations aren’t sufficiently closely aligned, friction and disharmony eventually surface.

When this occurs, you’ll realize that a significant amount of the time and effort spent building the collaborative relationship has been fruitless.

Of course, no two people have exactly the same motivations to work together on a project. Minor differences are often irrelevant, or resolved quickly. Deciding whether fundamental motivations are aligned, therefore, is ultimately a judgment call. However, ignoring motivational differences, no matter how severe, is a recipe for disappointment and frustration.

2. Check that people are willing to work

working with others for change and actionWatch out for folks who are quick to share opinions about what should be done, but always leave the work they propose to others.

For example, during our campaign, many people made suggestions about legal grounds to sue those planning to close the school. Their ideas were plausible on the surface (certainly to a non-attorney like me). But they never offered to contact an attorney and discover whether there was indeed a legal case to make.

Those of us who did spend significant time talking to attorneys discovered that most of the proposed ideas were not good ones. Because we didn’t want to telegraph our legal strategy, it was difficult to openly repudiate the suggestions. The spate of proposals continued.

Ideas are welcome. Some supporters with good ideas simply don’t have sufficient free time to work, and that’s fine. But ultimately, someone needs to do the work of researching the plausibility of ideas and turning them into action. You may need to tolerate those who frequently opine without offering to do the work — but don’t spend too much time appeasing them.

3. Be able to work well with others in the group

working with others for change and action
There are numerous ways that folks who share common goals and motivations and are eager to work can still fail to collaborate successfully. I’ll mention a couple here.

One interesting requirement is a nuanced appreciation of confidentiality. When you’re working in an informal fluid group, you need to have a clear communal understanding of whom to trust with what. In my experience, some people don’t grasp the need for this and don’t think through the consequences of passing on information given to them in confidence. Though I’m sure everyone’s made this mistake at one time or another (I certainly have), someone who routinely breaks confidentiality is not a prime candidate for successful collaboration.

Personality clashes can be another collaboration breaker. For example, over the last eight months, a few people who had useful expertise and experience became more trouble than it was worth to work with because they unpredictably blew up at group members. Dealing with their outbursts significantly reduced the limited time working group members had available. Consequently, there was a reluctant but necessary passing of the ways.

Conclusion

There are, of course, many other factors involved in facilitating large-scale change. Even when a seemingly coherent group forms to address important issues, it still can be difficult to work with others for change and action. I hope the three criteria shared above help you use your energy for social and political activism more productively.

Working Smarter With Knowledge

working smarter: An image of a window, a bicycle, and a plant box in front of a yellow wall. On the wall is a quote from Jay Cross:
"Visualize the workflow of a physical job: produce, produce, produce, produce, produce, produce, produce, produce, produce.
Now visualize the workflow of a creative knowledge worker: nothing, nothing, nothing, nothing, flash of brilliance, nothing, nothing, nothing."A shoutout to Harold Jarche for his continuing explorations and advice about working smarter with knowledge. He’s just made available, under a Creative Commons license, his free downloadable field guide for the networked knowledge worker: Working Smarter Field Guide 2020.

All of us require relevant knowledge to work in today’s world. Harold has developed models, frameworks, and practices for creating knowledge management systems that meet our individual unique wants and needs.

“For the past several centuries we have used human labour to do what machines cannot. First the machines caught up with us and surpassed humans with their brute force. Now they are surpassing us with their brute intelligence. There is not much more need for machine-like human work which is routine, standardized, or brute. But certain long-term skills can help us connect with our fellow humans in order to learn and innovate — curiosity, sense-making, cooperation, and novel thinking.”

Harold’s guide covers the value of trusted networks, communities of practice, and increasing insights through informal and social learning. It introduces the concept of Personal Knowledge Management (PKM), and his core sensemaking framework: Seek > Sense > Share. Finally, the guide provides concrete examples of PKM approaches developed by various friends and colleagues.

As an original thinker on these topics, as well as leadership and organizational learning, Harold’s writings have influenced many of my posts over the years. A quick read, his free guide is well worth the download!

Share information; don’t hoard it

Share information don't hoard it: A photograph of two young children, one in a red coat, one in blue. The former is offering a yellow candy to the latter; their hands are about to touch.

Why would you want to share information, not hoard it? In today’s cutthroat business environment, isn’t exclusive knowledge synonymous with power — and the ability to make money?

Well, if you’re a stock trader or house flipper, maybe. But I’m a consultant who has long subscribed to Jerry Weinberg’s Seventh Law of Marketing: “Give away your best ideas,” and Credit Rule: “You’ll never accomplish anything if you care who gets the credit,” from his invaluable book The Secrets of Consulting. (More of Jerry’s pearls of wisdom can be found here.)

Skeptical? Well, here’s an alternative historical perspective from a completely different source, a 1926 article about the New York Club of Printing House Craftsmen, uncovered by Jeff Jarvis and described as “…a lovely evocation on the value of sharing in our field, which we used to call printing.

“Stop. Stop the presses.”

I’ll let quotes from Jeff’s blog post tell the tale:

“‘The times are not so far distant when every foreman or executive jealously guarded his technical ‘secrets’, in the mistaken idea that by doing so he would make himself indispensable to his employer,’ Fuhrmann writes…

‘And the men [sic*] who had the same or similar problems to meet in the actual running of their employers’ businesses found that an exchange of views and ideas benefitted them without hurting their employers.'”

“And so, we attempt the same today in our rapidly changing field with meetings and communities of practice and training of journalists and managers.”

“Along this journey — which I believe will be long, generations or even centuries long — we need to provide the means to bring together these brave new leaders not just to teach them what we know (so they may challenge it) but also to enable them to teach each other, to share.”
—Jeff Jarvis, Stop. Stop the presses.

This is a touching, century-old example of how communities of practice benefit from sharing information.

Share information; don’t hoard it

During my decades as a consultant, I’ve followed Jerry’s advice about giving away your ideas. (As I’ve been doing in this blog for ten years now.) As he explains:

“I do everything possible to encourage my clients to take over the work I’ve been doing. They usually give me direct credit, but even if they don’t, they love me for my generosity. This increases the chance they’ll give me future business, or recommend me to others.”
—Gerald M. Weinberg, Chapter 11, The Secrets of Consulting

Finally, as a meeting designer, I’m convinced that using meeting formats that facilitate and support sharing amongst peers of relevant information is one of the most powerful ways to improve the effectiveness of meetings.

Share information; don’t hoard it. Whether you’re a community of practice, a consultant, or a meeting designer, this simple aphorism applies!

Image attribution: Flickr user ben_grey

A life story exercise for groups

life story exercise: A blurred black-and-white photograph of a group of people standing apart from each other in a large hall.In 2005, I joined a men’s group. Eight of us get together for two hours every fortnight. One man chooses a topic and leads the meeting. A couple of months ago, Brent offered the following life story exercise via a preparatory email sent in advance.

The life story exercise

Please read this short bit about Nabokov from the New Yorker:

‘Butterflies have extraordinarily short life spans, and Nabokov seems particularly intrigued by this quality of ephemeral metamorphosis. As he considers the frailty of the natural world, Nabokov also delves into the brittle nature of memory—how some paths remain vivid in our minds and others are lost or hidden. Memory, he notes, can be elusive, like the fragile creatures he pursues. Often, the stories we tell ourselves about the past happen to be superficial ones—and there is another central story that lies underneath, waiting to emerge.’
Vladimir Nabokov’s “Butterflies”, The New Yorker, June 12, 1948

Can you tie together any memories of summer with this idea of Nabokov’s that “the stories we tell ourselves about the past happen to be superficial ones—and there is another central story that lies underneath, waiting to emerge?”

On reading the life story exercise, I immediately thought of my story “It Wasn’t the Lobster“. Though it took place twenty-five years ago, it seemed a perfect fit for Brent’s request. So that’s what I shared at the meeting.

What happened

To my surprise, other members also shared older stories. All the men in our group are over sixty years old, but we heard several childhood stories on a wide variety of topics. The exercise turned out to be unexpectedly and delightfully revealing.

We are the stories we tell about ourselves. We all enjoyed the evening and learned more about ourselves and each other.

If you meet in some kind of small peer group, try Brent’s exercise. Consider expanding it to any memories or stories of the past rather than a specific time period. Brent won’t mind…

Image attribution: Flickr user paolobarzman.

Why switching to active learning is hard — and worth it

switching to active learning: a photograph of two students sitting next to each other in a classroom looking at a set of notes together. Image attribution: Inside Higher Ed & Kris Snibbe / Harvard UniversityA September 2019 research study published in the Proceedings of the National Academy of Sciences clearly illustrates why switching to active learning is hard — and worth it!

Lecturing has been the core modality in our education systems for centuries. Sadly it still is, even though we know that active learning provides superior quantity, quality, accuracy, and retention of knowledge. Active learning beats the pants off the “receiving knowledge” model drummed into our heads through years of listening to teachers. (For a full explanation of why active learning modalities are superior, see Chapter 4 of my book The Power of Participation.)

So why do we continue to use broadcast-style formats?

The NAS study gives us some important new information:

[M]ost college STEM instructors still choose traditional teaching methods…We find that students in the active classroom learn more, but they feel like they learn less. We show that this negative correlation is caused in part by the increased cognitive effort required during active learning.
Measuring actual learning versus feeling of learning in response to being actively engaged in the classroom, L Deslauriers, L S McCarty, K Miller, K Callaghan, and G Kestin

Let’s look at these three conclusions in the context of meeting design.

Most meeting presenters still lecture

The majority of college STEM teachers choose traditional teaching methods. And most meeting session presenters resort to lecturing as their dominant session modality.

Attendees learn more when presenters use active learning modalities

We have had research evidence for the effectiveness of active learning modalities for more than a hundred years. (The pioneer of memory retention research, Herman Ebbinghaus, published his seminal work in 1885.)

A large body of research over the last twenty years clearly shows the superiority of active over passive learning.

“Students learn more when they are actively engaged in the classroom than they do in a passive lecture environment. Extensive research supports this observation, especially in college-level science courses (1 2 3 4 5 6). Research also shows that active teaching strategies increase lecture attendance, engagement, and students’ acquisition of expert attitudes toward the discipline (3 7 8 9).

College students are the focus of this research. There’s no reason to believe that these conclusions would not apply to adult learning during meeting sessions.

Superstar lecturers and motivational speakers

Here’s a striking conclusion from the NAS research:

“Students in active classrooms learned more (as would be expected based on prior research), but their perception of learning, while positive, was lower than that of their peers in passive environments. This suggests that attempts to evaluate instruction based on students’ perceptions of learning could inadvertently promote inferior (passive) pedagogical methods. For instance, a superstar lecturer could create such a positive feeling of learning that students would choose those lectures over active learning.

Including highly paid keynote speakers at meetings is a meeting industry fixation. I’ve argued that the evaluations of such sessions are unreliable. Now, the NAS research buttresses my point, by providing an important explanation of why expensive keynote lectures are so popular at meetings. People perceive that they learn more from a smooth lecturer, while the reality is that they learn less!

Conclusion

There is overwhelming evidence that we can improve meetings by switching to active learning from passive lectures. And we now know that the popularity of fluent lectures, as measured by session evaluations, is based on an incorrect belief by attendees that they are learning more than they actually do.

Finally, the NAS report indicates that a simple intervention can overcome false perceptions about the efficacy of lectures.

“Near the beginning of a physics course that used… active learning …the instructor gave a 20-min presentation that started with a brief description of active learning and evidence for its effectiveness. …At the end of the semester, over 65% of students reported on a survey that their feelings about the effectiveness of active learning significantly improved over the course of the semester. A similar proportion (75%) of students reported that the intervention at the beginning of the semester helped them feel more favorably toward active learning during lectures.”

Consequently, we need to educate stakeholders, presenters, and meeting attendees about the benefits of active learning modalities at meetings.

Image attribution and the original inspiration for this post: Inside Higher Ed & Kris Snibbe / Harvard University

Thank you Stephanie West Allen for bringing the above research to my attention!

What I remember from high school — and why

high school memories: Photograph of a 50-millimeter company mortar used by the Soviet Army in the early years of World War II. The mortar has holes in its tail fins.High school feels like a dream. Fifty years later, few distinct memories remain. I’ve only stayed in touch with one friend from those days, so there’s almost no reinforcement from reviewing and remembering the past. And yet some experiences still retain power. Let’s look at three and explore why they endure.

Mr. Crooke’s holes

We knew almost nothing personal about our high school teachers. So I was surprised one day when our physics teacher, Mr. Crooke, told us that during World War II he had helped to develop some of the earliest rockets. His job was to figure out the best fin designs. This was long before the days of computer simulations (or computers for that matter), so Mr. Crooke experimented by drilling holes in the fins and then firing the rockets to see how straight they flew.

This captured our schoolboy imaginations, and for the next few weeks “Mr. Crooke’s holes” were a frequent topic of conversation.

I liked physics class because we did actual experiments and it offered the possibility of understanding the strange and confusing world in a rational way that seemed comforting to me. But this unexpected personal story cut through the dry presentations of facts that filled most of my childhood education, and it stuck.

Mr. Crooke told us that one of his rockets was displayed in the London Science Museum. Fifty years later, I spent a day at the museum. I examined every rocket, but, sad to say, couldn’t find the one with Mr. Crooke’s holes.

The biology class I’ll never forget

In class one day I was asked to publicly announce my score on a ten-question biology pop quiz. “Six,” I said, and I heard loud gasps. The class of twenty-three students was shocked. I was supposed to be smarter than that. Although it has lost its emotional impact, I still remember the shame I felt at that moment.

In my school, the unspoken classroom rules were do what the teachers tell you and don’t make mistakes. Transgressions were followed by public shaming.

It took me many years to realize how much my educational environment relied on shame. Because the emotional cost is high, it’s a rotten way to motivate learning.

Inventing an electric bicycle

Back to my physics class. (Hey, I became a physicist.) One day Mr. Crooke gave us a homework assignment for the week: design something that involved physics. I remember having a hard time thinking of something that would work. The evening before the assignment was due, I thought of inventing an electric bicycle.

Although there are some Victorian-era patents for electric bikes, they were never mass-produced until recently. I certainly had never seen one when I invented mine. I remember drawing a bicycle with an electric motor bolted on, connected by a chain to the rear wheel. The battery was mounted on a little platform behind the bike. The details of the controls were conveniently omitted.

It amuses me that, thanks to the development of powerful lightweight batteries, my fanciful and impractical “invention” in the 1960s has become the commonplace e-bike of today.

High school memories

These high school memories of mine have endured because they all include an emotional component of one kind or another. We may learn wondrous facts in school, but it’s the stories, experiences, and associated feelings that trigger memories that live on.

Is that true for you?

Learning in community at conferences

an illustration containing 20 icons, all of which convey people connecting and learning in communityLegendary Apple designer Jony Ive explains how learning in community helped Apple make the iPhone:

“When we genuinely look at a problem it’s an opportunity to learn together, and we discover something together. We know that learning in community is powerful. It feeds and supports momentum which in turn encourages a familiarity and an acceptance of challenges associated with doing difficult things. And I’ve come to learn that I think a desire to learn makes doing something new just a little less scary.”
——Jony Ive, Apple designer Jony Ive explains how ‘teetering towards the absurd’ helped him make the iPhone

At conferences, we also learn better when we learn in community. At traditional events, expert speakers broadcast content at attendees. But today our minds are increasingly outside our brains. Our ability to learn effectively now depends mostly on the quality and connectedness of our networks, rather than what’s inside our heads.

Two factors govern how we learn in community.

Uncovered learning
First, to optimize participants’ learning networks, modern conferences need to use uncovered learning. Uncovered learning occurs when we use process to uncover and take advantage of the knowledge and resources in the room. Such process increases active learning and incorporates all the expertise and experience available.

Building and supporting a community of practice
And second, learning in community is an ideal way to build and strengthen a conference’s community of practice. Peer conference process provides the opportunity for anyone to contribute, thus encouraging and supporting meaningful connection. Learning in community fosters cooperation and collaboration, creating a community of practice bridge between these two core forms of connection.

How could/do you support and encourage learning in community at your events? Share your ideas and experiences in the comments below!