We found 64 results that contain "religious observance"
Posted on: #iteachmsu
NAVIGATING CONTEXT
Mandatory Reporting & Sample Syllabus Statement
Mandatory reporting
If you are an employee and a student or colleague discloses that she or he was a victim of sexual assault or relationship violence, your response and support can make a big difference.
MSU recognizes the complexities associated with fulfilling your mandatory reporting obligations as an employee while offering support and maintaining the relationship you have built with the student or employee. To that end, MSU has created the University Reporting Protocols in order to provide employees with information about the mandatory reporting process, including what happens when a report is made, as well as tips for responding and supporting students and employees.
Unless identified as a confidential source, all university employees are obligated to promptly report incidents of sexual harassment, sexual violence, sexual misconduct, stalking, and relationship violence that:
Are observed or learned about in their professional capacity
Involve a member of the university community or
Occurred at a university-sponsored event or on university property
Employees are only required to report relationship violence and sexual misconduct of which they become aware in their capacity as a university employee, not in a personal capacity.
For more information about employee mandatory reporting roles and responsibilities, download the University Reporting Protocols.
I am a faculty member or instructor. Is there recommended language I can put in my syllabus to notify students that I am a mandatory reporter?
(EXAMPLES OF RECOMMENDED LANGUAGE)
Michigan State University is committed to fostering a culture of caring and respect that is free of relationship violence and sexual misconduct, and to ensuring that all affected individuals have access to services. For information on reporting options, confidential advocacy and support resources, university policies and procedures, or how to make a difference on campus, visit the Title IX website at civilrights.msu.edu.
Limits to confidentiality. Essays, journals, and other materials submitted for this class are generally considered confidential pursuant to the University's student record policies. However, students should be aware that University employees, including instructors, may not be able to maintain confidentiality when it conflicts with their responsibility to report certain issues to protect the health and safety of MSU community members and others. As the instructor, I must report the following information to other University offices (including the Department of Police and Public Safety) if you share it with me:
Suspected child abuse/neglect, even if this maltreatment happened when you were a child;
Allegations of sexual assault, relationship violence, stalking, or sexual harassment; and
Credible threats of harm to oneself or to others.
These reports may trigger contact from a campus official who will want to talk with you about the incident that you have shared. In almost all cases, it will be your decision whether you wish to speak with that individual. If you would like to talk about these events in a more confidential setting, you are encouraged to make an appointment with the MSU Counseling and Psychiatric Services.
If you are an employee and a student or colleague discloses that she or he was a victim of sexual assault or relationship violence, your response and support can make a big difference.
MSU recognizes the complexities associated with fulfilling your mandatory reporting obligations as an employee while offering support and maintaining the relationship you have built with the student or employee. To that end, MSU has created the University Reporting Protocols in order to provide employees with information about the mandatory reporting process, including what happens when a report is made, as well as tips for responding and supporting students and employees.
Unless identified as a confidential source, all university employees are obligated to promptly report incidents of sexual harassment, sexual violence, sexual misconduct, stalking, and relationship violence that:
Are observed or learned about in their professional capacity
Involve a member of the university community or
Occurred at a university-sponsored event or on university property
Employees are only required to report relationship violence and sexual misconduct of which they become aware in their capacity as a university employee, not in a personal capacity.
For more information about employee mandatory reporting roles and responsibilities, download the University Reporting Protocols.
I am a faculty member or instructor. Is there recommended language I can put in my syllabus to notify students that I am a mandatory reporter?
(EXAMPLES OF RECOMMENDED LANGUAGE)
Michigan State University is committed to fostering a culture of caring and respect that is free of relationship violence and sexual misconduct, and to ensuring that all affected individuals have access to services. For information on reporting options, confidential advocacy and support resources, university policies and procedures, or how to make a difference on campus, visit the Title IX website at civilrights.msu.edu.
Limits to confidentiality. Essays, journals, and other materials submitted for this class are generally considered confidential pursuant to the University's student record policies. However, students should be aware that University employees, including instructors, may not be able to maintain confidentiality when it conflicts with their responsibility to report certain issues to protect the health and safety of MSU community members and others. As the instructor, I must report the following information to other University offices (including the Department of Police and Public Safety) if you share it with me:
Suspected child abuse/neglect, even if this maltreatment happened when you were a child;
Allegations of sexual assault, relationship violence, stalking, or sexual harassment; and
Credible threats of harm to oneself or to others.
These reports may trigger contact from a campus official who will want to talk with you about the incident that you have shared. In almost all cases, it will be your decision whether you wish to speak with that individual. If you would like to talk about these events in a more confidential setting, you are encouraged to make an appointment with the MSU Counseling and Psychiatric Services.
Authored by:
Office for Civil Rights and Title IX Education and Compli...
Posted on: #iteachmsu
Mandatory Reporting & Sample Syllabus Statement
Mandatory reporting
If you are an employee and a student or colleag...
If you are an employee and a student or colleag...
Authored by:
NAVIGATING CONTEXT
Wednesday, Aug 23, 2023
Posted on: #iteachmsu
PEDAGOGICAL DESIGN
SpartanQM - Online/Blended Course Peer-Review Process
Introduction
Quality Matters (QM) is a nationally recognized, faculty-centered, peer review process designed to certify the quality of online courses and online components. MSU purchased a campus subscription to the QM Rubric to assist faculty and instructors in creating quality courses that will improve online education and student learning. The initial pilot of using the rubric to inform course design started as an MSU partnership between the Center for Integrative Studies in General Science, College of Arts & Letters, and MSU Information Technology. Currently, MSU maintains its full subscription status on a yearly basis which provides access to the fully annotated QM Rubric and the QM Course Review Management System (CRMS). Additionally, MSU IT Academic Technology consults with faculty and instructors on applying QM standards to their courses and developing new approaches in online and blended learning.
The MSU QM Course Review Process is a faculty-driven, peer review process that emphasizes continuous quality improvement. The QM reviewers experience and review a course from a student perspective and provide feedback based on the Quality Matters Standards. See IT Instructional Technology & Development for information about course development and see IT’s Academic Technology Service Catalog to learn more about QM at MSU.
Our course review process consists of three parts:
a self-review done by you to get familiar with the course review process on the MyQM system.
an internal review by a peer-reviewer to provide initial feedback on the course design.
after any necessary changes are made and the course has run, a copy of the course can undergo an official review conducted by a team of three QM Reviewers (Master Reviewer, Subject Matter Expert and one additional Reviewer) resulting in Quality Matters Certification [cost $1,000].
Whole programs can also be QM certified whose courses have been peer-reviewed. Information on QM program certification can be found on QM’s website.
Getting Started
Anyone at MSU can create an account through the Quality Matters website by using their msu.edu email address.
Quality Matters provides a fully annotated course standards rubric, different types of course reviews including a self-review, and discounted QM professional development through its website and MSU’s subscription.
Some of the Quality Matters resources involve added costs and official course reviews require MSU consultation first.
Course Rubric
The QM Rubric is a research-based peer review process that is widely adopted in higher education as a measure of online course quality. It offers weighted best practices in online instruction to improve course quality.
Visit the QM Higher Education Rubric, Sixth Edition to download the rubric.
The rubric is helpful as a tool to consider what elements may be missing from an online or blended course or to generate suggestions for new features.
Self-Review First
Faculty and staff can use the fully annotated, self review materials, within the MyQM CRMS (Course Review Management System). Annotations explaining each standard in greater detail can be accessed within the Self Review tool after logging in to the QM site.
This unofficial self review is a way to become more familiar with QM standards or assess a course prior to an internal or official review. You can also do pre- and post- assessments of your courses to keep a record of improvements, and a private report can be emailed once completed.
What to expect in a peer-review?
The internal and official review are almost identical. Both generally consist of the following steps:
Pre-Review Discussion
Team chair (Lead Reviewer in an internal review) contacts review members and faculty member to set up a conference call or face-to-face meeting at the beginning of the review. The purpose of the conference call/meeting is to discuss the instructor worksheet, ensure that all members have access to the course, establish the team review timeline, and answer any questions from team members before the review begins.
Review Phase
The review begins. Each team member logs into the QM Rubric website and uses the online rubric tool to record their observations about the course. Remember that you are reviewing the course from the student’s perspective. If you have questions during the review, don’t hesitate to contact your team chair.
Post-Review Discussion
Upon completion of the review, the team chair will call for the final conference. This conference will be among the review team members to discuss any discrepancies in the review and to ensure that recommendations are helpful and effective. All individual reviews will be submitted after this meeting to compile the final report.
Post Review – Revise Course (as needed)
The team chair will submit the final review to the Campus QM Coordinator through the online QM tool. The review findings will be shared with the course instructor who then has an opportunity to respond to the review (using the course Amendment Form in the QM site). If the course does not yet meet standards, the faculty course developer/instructor works to bring the course to standards (with the assistance of an instructional designer, if desired). The review team chair then reviews the changes and determines whether or not the changes move the course to QM standards. In an internal review, revisions are made before submitting for an official review.
Steps for Internal Review
It is good practice to complete a self-review of your course before submitting for internal or official review. This is an optional step and only you see the self-review responses. For a self-review, log into the CRMS (Course Review Management System) on the QM website and use the Self Review tool to conduct a review of your own course.
When you are ready to submit a course for internal review:
Sign up for a SpartanQM Online/Blended Course Peer-Review and wait for an email response.
Make a copy of your course to be reviewed.
Log in to MyQM at http://www.qmprogram.org/MyQM (Your login name is your email address on file with QM. If you do not have your login info choose "Forgot Username" or "Forgot Password")
Log in to the Course Review Management System (CRMS) and select “Start a Review Application” on the main screen.
Select Michigan State University.
Select David Goodrich as the QM Coordinator.
Select yourself as the Course Representative.
Select Internal Review as the review type.
Scroll down and enter course information. Select Submit Application. You will receive an email that will prompt you to complete the worksheet once it is approved.
Log in to the Course Review Management System (CRMS) to complete the Course Worksheet.
Select My Course Reviews: Open Course Reviews
Here you will choose the "View" next to the applicable course number.
The Actions section allows you to view, edit and then submit the Course Worksheet. Select edit to input your course information.
When finished, click “Submit Complete Worksheet.”
Your course will automatically be assigned to a Lead Reviewer who will contact you regarding the course review.
After your review, you may make any necessary changes to your QM Review course as a result of the internal review.
This review is an unofficial course review that provides feedback on meeting the QM Standards before submitting for QM recognition.
Steps for Official Review
When the course is ready for the official review:
Sign up for a SpartanQM Online/Blended Course Peer-Review and wait for an email response.
Faculty will use the updated copy of the course that was used in the internal review.
Log in to MyQM at http://www.qmprogram.org/MyQM (Your login name is your email address on file with QM. If you do not have your login info choose "Forgot Username" or "Forgot Password")
Log in to the Course Review Management System (CRMS) and select “Start a Review Application” on the main screen.
Select Michigan State University.
Select David Goodrich as the QM Coordinator.
Select yourself as the Course Representative.
Select QM-Managed Review as the review type.
Scroll down and enter course information. Select Submit Application. You will receive an email that will prompt you to complete the Course Worksheet once it is approved.
Log in to the Course Review Management System (CRMS) to complete the Course Worksheet.
Select My Course Reviews, Open Course Reviews.
Here you will choose the "View" next to the applicable course number.
The Actions section allows you to view, edit and then submit the Course Worksheet. Select edit to input your course information.
If you completed an internal review inside the CRMS, you can copy your internal review worksheet.
MSU staff will add the QM review team to the QM Review Course. This can take up to two weeks.
The Course Representative (faculty course developer/instructor) meets virtually or by phone with the QM review team for a pre-review meeting.
A QM Review is scheduled for a 4-6 week review period, which includes approximately 3 weeks of actual review time in addition to pre- and post-review conference calls.
The QM Team Chair will submit the final report which will be sent to the Course Representative.
Once the standards are met, Quality Matters recognition is provided to the Course Representative and the course is listed in the QM Recognized Courses registry.
Recertification Review
Certified courses are reviewed and re-certified after five years.
Resource Links
QM Higher Education Rubric, Sixth Edition
QM at MSU Community: Faculty and staff at MSU can join this D2L Community site to learn more about the QM Rubric, discounted professional development, and course examples for meeting standards.
Quality Matters website: Create an account using your msu.edu email and access the self-review tools on the MyQM site.
Quality Matters (QM) is a nationally recognized, faculty-centered, peer review process designed to certify the quality of online courses and online components. MSU purchased a campus subscription to the QM Rubric to assist faculty and instructors in creating quality courses that will improve online education and student learning. The initial pilot of using the rubric to inform course design started as an MSU partnership between the Center for Integrative Studies in General Science, College of Arts & Letters, and MSU Information Technology. Currently, MSU maintains its full subscription status on a yearly basis which provides access to the fully annotated QM Rubric and the QM Course Review Management System (CRMS). Additionally, MSU IT Academic Technology consults with faculty and instructors on applying QM standards to their courses and developing new approaches in online and blended learning.
The MSU QM Course Review Process is a faculty-driven, peer review process that emphasizes continuous quality improvement. The QM reviewers experience and review a course from a student perspective and provide feedback based on the Quality Matters Standards. See IT Instructional Technology & Development for information about course development and see IT’s Academic Technology Service Catalog to learn more about QM at MSU.
Our course review process consists of three parts:
a self-review done by you to get familiar with the course review process on the MyQM system.
an internal review by a peer-reviewer to provide initial feedback on the course design.
after any necessary changes are made and the course has run, a copy of the course can undergo an official review conducted by a team of three QM Reviewers (Master Reviewer, Subject Matter Expert and one additional Reviewer) resulting in Quality Matters Certification [cost $1,000].
Whole programs can also be QM certified whose courses have been peer-reviewed. Information on QM program certification can be found on QM’s website.
Getting Started
Anyone at MSU can create an account through the Quality Matters website by using their msu.edu email address.
Quality Matters provides a fully annotated course standards rubric, different types of course reviews including a self-review, and discounted QM professional development through its website and MSU’s subscription.
Some of the Quality Matters resources involve added costs and official course reviews require MSU consultation first.
Course Rubric
The QM Rubric is a research-based peer review process that is widely adopted in higher education as a measure of online course quality. It offers weighted best practices in online instruction to improve course quality.
Visit the QM Higher Education Rubric, Sixth Edition to download the rubric.
The rubric is helpful as a tool to consider what elements may be missing from an online or blended course or to generate suggestions for new features.
Self-Review First
Faculty and staff can use the fully annotated, self review materials, within the MyQM CRMS (Course Review Management System). Annotations explaining each standard in greater detail can be accessed within the Self Review tool after logging in to the QM site.
This unofficial self review is a way to become more familiar with QM standards or assess a course prior to an internal or official review. You can also do pre- and post- assessments of your courses to keep a record of improvements, and a private report can be emailed once completed.
What to expect in a peer-review?
The internal and official review are almost identical. Both generally consist of the following steps:
Pre-Review Discussion
Team chair (Lead Reviewer in an internal review) contacts review members and faculty member to set up a conference call or face-to-face meeting at the beginning of the review. The purpose of the conference call/meeting is to discuss the instructor worksheet, ensure that all members have access to the course, establish the team review timeline, and answer any questions from team members before the review begins.
Review Phase
The review begins. Each team member logs into the QM Rubric website and uses the online rubric tool to record their observations about the course. Remember that you are reviewing the course from the student’s perspective. If you have questions during the review, don’t hesitate to contact your team chair.
Post-Review Discussion
Upon completion of the review, the team chair will call for the final conference. This conference will be among the review team members to discuss any discrepancies in the review and to ensure that recommendations are helpful and effective. All individual reviews will be submitted after this meeting to compile the final report.
Post Review – Revise Course (as needed)
The team chair will submit the final review to the Campus QM Coordinator through the online QM tool. The review findings will be shared with the course instructor who then has an opportunity to respond to the review (using the course Amendment Form in the QM site). If the course does not yet meet standards, the faculty course developer/instructor works to bring the course to standards (with the assistance of an instructional designer, if desired). The review team chair then reviews the changes and determines whether or not the changes move the course to QM standards. In an internal review, revisions are made before submitting for an official review.
Steps for Internal Review
It is good practice to complete a self-review of your course before submitting for internal or official review. This is an optional step and only you see the self-review responses. For a self-review, log into the CRMS (Course Review Management System) on the QM website and use the Self Review tool to conduct a review of your own course.
When you are ready to submit a course for internal review:
Sign up for a SpartanQM Online/Blended Course Peer-Review and wait for an email response.
Make a copy of your course to be reviewed.
Log in to MyQM at http://www.qmprogram.org/MyQM (Your login name is your email address on file with QM. If you do not have your login info choose "Forgot Username" or "Forgot Password")
Log in to the Course Review Management System (CRMS) and select “Start a Review Application” on the main screen.
Select Michigan State University.
Select David Goodrich as the QM Coordinator.
Select yourself as the Course Representative.
Select Internal Review as the review type.
Scroll down and enter course information. Select Submit Application. You will receive an email that will prompt you to complete the worksheet once it is approved.
Log in to the Course Review Management System (CRMS) to complete the Course Worksheet.
Select My Course Reviews: Open Course Reviews
Here you will choose the "View" next to the applicable course number.
The Actions section allows you to view, edit and then submit the Course Worksheet. Select edit to input your course information.
When finished, click “Submit Complete Worksheet.”
Your course will automatically be assigned to a Lead Reviewer who will contact you regarding the course review.
After your review, you may make any necessary changes to your QM Review course as a result of the internal review.
This review is an unofficial course review that provides feedback on meeting the QM Standards before submitting for QM recognition.
Steps for Official Review
When the course is ready for the official review:
Sign up for a SpartanQM Online/Blended Course Peer-Review and wait for an email response.
Faculty will use the updated copy of the course that was used in the internal review.
Log in to MyQM at http://www.qmprogram.org/MyQM (Your login name is your email address on file with QM. If you do not have your login info choose "Forgot Username" or "Forgot Password")
Log in to the Course Review Management System (CRMS) and select “Start a Review Application” on the main screen.
Select Michigan State University.
Select David Goodrich as the QM Coordinator.
Select yourself as the Course Representative.
Select QM-Managed Review as the review type.
Scroll down and enter course information. Select Submit Application. You will receive an email that will prompt you to complete the Course Worksheet once it is approved.
Log in to the Course Review Management System (CRMS) to complete the Course Worksheet.
Select My Course Reviews, Open Course Reviews.
Here you will choose the "View" next to the applicable course number.
The Actions section allows you to view, edit and then submit the Course Worksheet. Select edit to input your course information.
If you completed an internal review inside the CRMS, you can copy your internal review worksheet.
MSU staff will add the QM review team to the QM Review Course. This can take up to two weeks.
The Course Representative (faculty course developer/instructor) meets virtually or by phone with the QM review team for a pre-review meeting.
A QM Review is scheduled for a 4-6 week review period, which includes approximately 3 weeks of actual review time in addition to pre- and post-review conference calls.
The QM Team Chair will submit the final report which will be sent to the Course Representative.
Once the standards are met, Quality Matters recognition is provided to the Course Representative and the course is listed in the QM Recognized Courses registry.
Recertification Review
Certified courses are reviewed and re-certified after five years.
Resource Links
QM Higher Education Rubric, Sixth Edition
QM at MSU Community: Faculty and staff at MSU can join this D2L Community site to learn more about the QM Rubric, discounted professional development, and course examples for meeting standards.
Quality Matters website: Create an account using your msu.edu email and access the self-review tools on the MyQM site.
Authored by:
Dave Goodrich
Posted on: #iteachmsu
SpartanQM - Online/Blended Course Peer-Review Process
Introduction
Quality Matters (QM) is a nationally recognized, facul...
Quality Matters (QM) is a nationally recognized, facul...
Authored by:
PEDAGOGICAL DESIGN
Tuesday, Feb 9, 2021
Posted on: #iteachmsu Educator Awards
PEDAGOGICAL DESIGN
#iteachmsu Educator Awards
What are the #iteachmsu Awards?
Gratitude is so important especially for the wide educator community (including but not limited to faculty, GTAs, ULAs, instructional designers, academic advisors, librarians, coaches, etc.) who help support learning across MSU. At #iteachmsu, we believe in elevating, recognizing, and celebrating those contributions is vital. The #iteachmsu Educator Awards are dedicated to honoring individuals who have been recognized through the Thank an Educator initiative. This is a simple but important act of saying thank you and recognizing the great work of educator colleagues across campus. To learn more about Thank an Educator more broadly check out this #iteachmsu article and this MSU Today article!
Why do the Awards exist?
While the collaborating units and the #iteachmsu project team are excited about the aforementioned “wide educator community”, we have found through informational interviews and observations (as well as conversations with our diverse advisory group and content contributors) that individuals across roles that contribute to the teaching and learning mission of the university may not personally identify as educators. We established the Thank an Educator initiative and are recognizing those individuals with the #iteachmsu Educator Awards to:
help demonstrate the diversity of educators across roles on campus
help individuals associate their name/work with “educator” and embrace their educator identity
celebrate the amazing individuals we have shaping the learning experiences and success of students on our campus.
How are #iteachmsu Educator Award recipients recognized?
In the inaugural year of the #iteachmsu Educator Awards (2019) a brief ceremony and casual reception were held as a conclusion to the Spring Conference on Teaching, Learning, and Student Success. Awardees were designated with a flag on their name tags and picked up their #iteachmsu Educator Award certificates (along with their nomination stories) at reception with food and drink. Dr. Jeff Grabill, Associate Provost at the time, gave a brief welcome and introduction to some of the foundations of #iteachmsu. Then former Provost Youatt concluded the formal portion of the ceremony with congratulations and thoughts on the importance of educator work.
The global pandemic and resulting remote work (2020-21) forced us to think differently about how to hold public events, and while the shift was challenging and uncomfortable at times we have emerged with a way to uplift #iteachmsu Educator Award recipients in a more public way. Instead of a small reception, recognized individuals are being recognized publically via articles here on iteach.msu.edu. They each receive the same Educator Award materials- which are distributed digitally.
How can you submit an educator for an #iteachmsu Educator Award?
Anyone can recognize a fellow Spartan for their contributions to MSU's teaching and learning mission or for how they made a lasting impression on your experience. All you have to do is click "Thank an Educator" in the left panel of iteach.msu.edu. From there you'll see a short form where you can enter the name, netID, and a short story of the educator you'd like to recognize.
updated 06/23/2021
Gratitude is so important especially for the wide educator community (including but not limited to faculty, GTAs, ULAs, instructional designers, academic advisors, librarians, coaches, etc.) who help support learning across MSU. At #iteachmsu, we believe in elevating, recognizing, and celebrating those contributions is vital. The #iteachmsu Educator Awards are dedicated to honoring individuals who have been recognized through the Thank an Educator initiative. This is a simple but important act of saying thank you and recognizing the great work of educator colleagues across campus. To learn more about Thank an Educator more broadly check out this #iteachmsu article and this MSU Today article!
Why do the Awards exist?
While the collaborating units and the #iteachmsu project team are excited about the aforementioned “wide educator community”, we have found through informational interviews and observations (as well as conversations with our diverse advisory group and content contributors) that individuals across roles that contribute to the teaching and learning mission of the university may not personally identify as educators. We established the Thank an Educator initiative and are recognizing those individuals with the #iteachmsu Educator Awards to:
help demonstrate the diversity of educators across roles on campus
help individuals associate their name/work with “educator” and embrace their educator identity
celebrate the amazing individuals we have shaping the learning experiences and success of students on our campus.
How are #iteachmsu Educator Award recipients recognized?
In the inaugural year of the #iteachmsu Educator Awards (2019) a brief ceremony and casual reception were held as a conclusion to the Spring Conference on Teaching, Learning, and Student Success. Awardees were designated with a flag on their name tags and picked up their #iteachmsu Educator Award certificates (along with their nomination stories) at reception with food and drink. Dr. Jeff Grabill, Associate Provost at the time, gave a brief welcome and introduction to some of the foundations of #iteachmsu. Then former Provost Youatt concluded the formal portion of the ceremony with congratulations and thoughts on the importance of educator work.
The global pandemic and resulting remote work (2020-21) forced us to think differently about how to hold public events, and while the shift was challenging and uncomfortable at times we have emerged with a way to uplift #iteachmsu Educator Award recipients in a more public way. Instead of a small reception, recognized individuals are being recognized publically via articles here on iteach.msu.edu. They each receive the same Educator Award materials- which are distributed digitally.
How can you submit an educator for an #iteachmsu Educator Award?
Anyone can recognize a fellow Spartan for their contributions to MSU's teaching and learning mission or for how they made a lasting impression on your experience. All you have to do is click "Thank an Educator" in the left panel of iteach.msu.edu. From there you'll see a short form where you can enter the name, netID, and a short story of the educator you'd like to recognize.
updated 06/23/2021
Authored by:
Makena Neal
Posted on: #iteachmsu Educator Awards
#iteachmsu Educator Awards
What are the #iteachmsu Awards?
Gratitude is so important especiall...
Gratitude is so important especiall...
Authored by:
PEDAGOGICAL DESIGN
Tuesday, Jul 20, 2021
Posted on: Center for Teaching and Learning Innovation
NAVIGATING CONTEXT
Classroom Scenarios Sample Responses
This article provides sentence starters for various classroom scenarios, especially for Fall 2024. This post is the final part of the Civil Discourse in Classrooms series and playlist.
The following pages include scenarios with accompanying sentence starters that can help defuse or deflect speech or behavior that distracts or interrupts instruction. As always, these are context-, identity-, and classroom-dependent, and educators should use their discretion when adapting them. These scenarios are provided as a way to pre-reflect before you encounter these or similar scenarios. When the below sentence starters mention resources, you don’t need them immediately, as you can always follow-up with students when you don’t know. As educators, it is acceptable to not know the answer, to ask for time to find the right words, and to follow up after the fact with additional information.
Educator-Student Interactions and Boundaries
Scenario: You (the educator) make a remark that a student strongly reacts to.
Apologizing: “I used language that may have impacted several of you. I want to apologize, and I’ll do better in the future before using that language.”
Acknowledging: “That content of discussion must have been really heavy to deal with. I will follow-up with support resources after class, and if you want to talk more about it, [contact method].”
Acknowledging and Apologizing: “I have observed that I may have made a remark that has made some of you uncomfortable, and I apologize and promise this will be a learning moment for me.”
Scenario: A student directly asks you who you will vote for or your stance on a political issue.
The MSU Faculty Handbook states, “As citizens, the faculty/academic staff members of Michigan State University have the same rights and responsibilities of free speech, thought, and action as all citizens of the United States. Their position, however, imposes special obligations, such as emphasizing that they are not institutional spokespersons, and exercising appropriate restraint.” Some examples of reinforcing boundaries are below.
Reinforcing Boundaries: “Voting is a deeply personal decision for many folks. If you’re wanting to know more about the process to vote, I’m happy to provide those resources for you.”
Reinforcing Boundaries: “Because of my role at MSU, I’m going to keep my political positions to myself.”
Reinforcing Boundaries: “I have many deeply held beliefs that inform my decision to vote, and for whom I vote. In the classroom, I am focused on course content and making sure this is a place where all students can learn.”
Reinforcing Boundaries: “As a teacher, I’m here to teach you how to think, not what to think. As a voter, you should base your voting decision on the candidates’ stance on different issues, not on who others vote for.”
Redirecting to Course: “That political stance has been discussed in our field quite a bit. Would you like some scholarship on those various views in this field?.”
Defusing through Humor (humor is extremely context-dependent and may escalate tensions, so use discretion by choosing that path): “I can't tell you who I'm voting for, but I can tell you that whoever invents automatic sock sorters has my full endorsement!”
Classroom Disruption and Conflict
Scenario: Two students enter into a verbal disagreement that persists and intrudes on the instruction in the class.
Redirecting: “Let’s remember that our classroom norms mention that we respect class instruction time and our peers within the classroom.”
Acknowledging and Redirecting: “I notice y’all have some pretty strong emotions right now and that might be difficult. Right now, we need to turn our attention to the course instruction time, and we can chat after class to discuss more.”
Redirecting: “Is the discussion related to [teaching topic]? If not, I’ll have to ask you two to respect your classmates’ time and discuss this after class.”
Scenario: A student stands up in class and begins to speak loudly with the intent of disrupting or stopping instruction.
Ideally, refer to an existing norm or policy stated in the syllabus that clearly defines acceptable discourse practices in your classroom.
Listening and Redirecting: “I hear you, and your opinion matters. Right now is a time to focus on class content. Let’s continue this after class.”
Listening and Redirecting: “Thank you for your input, but right now, we need to continue with the course content for everyone’s learning.”
Defusing: If comfortable, you may want to use proximity to get closer to the student and calmly ask, “Please take a seat so I can continue instruction. If that’s not possible today, I’d be happy to catch up with you about course materials in office hours.”
Scenario: A student makes a particularly incendiary remark that clearly affects others in the room.
Acknowledging and Defusing: “I just want to take a moment here to recognize that those words may have impacted others in the room. As discussed in our community norms, we don’t use disparaging remarks in class. It’s my goal to keep our discourse focused on course content and to uphold our discourse norms so all are comfortable learning here.”
Acknowledging and Defusing: “Thank you for sharing and it sounds like you’re really feeling strongly about that issue. For now, we want to be cognizant that those words may have negative connotations for others. In order to abide by our classroom norms, we should not use phrases like that. “
Acknowledging and Defusing: “I think that we’ve heard some pretty heavy things, and I know that it can be helpful to take some time to process before we return to course material. Let’s take a brief moment for us all to channel our thoughts in a free write about this. ”
Naming Expectations: “These types of remarks can make students in this classroom uncomfortable. I will have to ask you to stop using this language in order to make this a respectful learning environment.”
Naming Expectations: “You know, that comment was outside the bounds of what’s acceptable in this class. I am going to return to the subject at hand.”
Scenario: A major news event distracts multiple students or otherwise interrupts the normal operations of the class.
Acknowledging and Defusing: “I wanted to acknowledge [event]. This is a heavy and difficult topic, and I want to take a moment to give us all time to process. We’ll try to move back into course content once we take a collective breath.”
Acknowledging and Defusing: “I know many of us may not be able to be fully present today because of [event]. I am going to do my best to move on with class, but I will post today’s core content online as well, for you to navigate when you are in a space to learn. You should review this before our next class on [day].”
Acknowledging and Redirecting: “Today may be hard for us today. We have some stress relief activities on campus for anyone who wants to participate [e.g., direct to therapy dogs on campus, other college/department stress relief or wellness activities happening].”
Political Engagement and Class Participation
Scenario: A student tells you they will miss class to attend a political event or protest.
Acknowledging and Setting Expectations: “Thank you for letting me know ahead of time, and that is your choice. If that is the case, the outcome for that decision in this course is [policy].”
Acknowledging and Setting Expectations: “I appreciate you letting me know and that is your right as a student. In terms of this course, you have [X] excused absences with no questions asked and this can count toward that.”
Acknowledging and Setting Expectations: “Just a reminder that this will overlap with our exam, and the policy on that is [policy].”
Acknowledging: “While I cannot comment on your decision to attend the event, as a teacher, I will ask you to please prioritize your personal safety when attending the event.”
Scenario: A student asks for an extension on an assignment or leniency on a grade due to political or protest activity on campus or more broadly in the world.
Acknowledging: “That sounds like you are trying to balance a lot. Your options in this case are [provide options for your course].”
Acknowledging and Setting Expectations: “You have the absolute right to protest; however, this extension would count toward your one late assignment submission. Is that something you’d like to use in this case?”
Acknowledging and Setting Expectations: “You are definitely free to make that decision, but there are consequences in the class for late assignments, which means [policy].”
Interpersonal Interactions and Political Concerns
Scenario: A student tells you that interactions with their peers on a course project made them uncomfortable or feel unsafe because of its politically-charged tone.
Please note that Mandatory Reporter guidelines apply to all RVSM and Title IX related statements.
Instruct the class on how to work with people who may have different points of view than you, with an emphasis on focusing on completing the group assignment and using respectful language and manners during work time. Also, decide whether allowing students to form their own groups would be a better way to avoid this situation from reoccurring.
Acknowledging and Defusing: “I’m so sorry to hear you did not feel safe in this course, and I appreciate you letting me know. What supports or modifications do you currently need to feel safer in the course?”
Acknowledging and Defusing: “Thank you for telling me. That must have been hard to do. Because this course does overlap with political topics, sometimes this may occur, but in the meantime, what would make you feel safer in these interactions in the future?”
Acknowledging and Defusing: “That sounds really difficult, and I’m so sorry that happened. Let’s discuss how you can still get the most out of this assignment?”
Scenario: A student comments to you about political or social remarks they heard another faculty or staff member make.
Reinforcing Boundaries: “Everyone’s stances are their personal decisions and sometimes we may disagree with others, but they still have the right to that expression.”
Redirecting to the Course: “That sounds like it upset you, and I’m sorry that happened. In this course, we will keep course content focused on the course learning goals.”
Resources
President Guskiewicz’s video on free speech and civil discourse
MSU’s Freedom of Speech
MSU Dialogues
MSU Votes
MSU Student Activism
Tuft’s Free Speech and Inclusion on Campus
Bridging Differences Playbook
Inclusive and Civil Classrooms
Maintaining Campus Community During the 2024 Election
Return to the Civil Discourse in the Classroom playlist.
The following pages include scenarios with accompanying sentence starters that can help defuse or deflect speech or behavior that distracts or interrupts instruction. As always, these are context-, identity-, and classroom-dependent, and educators should use their discretion when adapting them. These scenarios are provided as a way to pre-reflect before you encounter these or similar scenarios. When the below sentence starters mention resources, you don’t need them immediately, as you can always follow-up with students when you don’t know. As educators, it is acceptable to not know the answer, to ask for time to find the right words, and to follow up after the fact with additional information.
Educator-Student Interactions and Boundaries
Scenario: You (the educator) make a remark that a student strongly reacts to.
Apologizing: “I used language that may have impacted several of you. I want to apologize, and I’ll do better in the future before using that language.”
Acknowledging: “That content of discussion must have been really heavy to deal with. I will follow-up with support resources after class, and if you want to talk more about it, [contact method].”
Acknowledging and Apologizing: “I have observed that I may have made a remark that has made some of you uncomfortable, and I apologize and promise this will be a learning moment for me.”
Scenario: A student directly asks you who you will vote for or your stance on a political issue.
The MSU Faculty Handbook states, “As citizens, the faculty/academic staff members of Michigan State University have the same rights and responsibilities of free speech, thought, and action as all citizens of the United States. Their position, however, imposes special obligations, such as emphasizing that they are not institutional spokespersons, and exercising appropriate restraint.” Some examples of reinforcing boundaries are below.
Reinforcing Boundaries: “Voting is a deeply personal decision for many folks. If you’re wanting to know more about the process to vote, I’m happy to provide those resources for you.”
Reinforcing Boundaries: “Because of my role at MSU, I’m going to keep my political positions to myself.”
Reinforcing Boundaries: “I have many deeply held beliefs that inform my decision to vote, and for whom I vote. In the classroom, I am focused on course content and making sure this is a place where all students can learn.”
Reinforcing Boundaries: “As a teacher, I’m here to teach you how to think, not what to think. As a voter, you should base your voting decision on the candidates’ stance on different issues, not on who others vote for.”
Redirecting to Course: “That political stance has been discussed in our field quite a bit. Would you like some scholarship on those various views in this field?.”
Defusing through Humor (humor is extremely context-dependent and may escalate tensions, so use discretion by choosing that path): “I can't tell you who I'm voting for, but I can tell you that whoever invents automatic sock sorters has my full endorsement!”
Classroom Disruption and Conflict
Scenario: Two students enter into a verbal disagreement that persists and intrudes on the instruction in the class.
Redirecting: “Let’s remember that our classroom norms mention that we respect class instruction time and our peers within the classroom.”
Acknowledging and Redirecting: “I notice y’all have some pretty strong emotions right now and that might be difficult. Right now, we need to turn our attention to the course instruction time, and we can chat after class to discuss more.”
Redirecting: “Is the discussion related to [teaching topic]? If not, I’ll have to ask you two to respect your classmates’ time and discuss this after class.”
Scenario: A student stands up in class and begins to speak loudly with the intent of disrupting or stopping instruction.
Ideally, refer to an existing norm or policy stated in the syllabus that clearly defines acceptable discourse practices in your classroom.
Listening and Redirecting: “I hear you, and your opinion matters. Right now is a time to focus on class content. Let’s continue this after class.”
Listening and Redirecting: “Thank you for your input, but right now, we need to continue with the course content for everyone’s learning.”
Defusing: If comfortable, you may want to use proximity to get closer to the student and calmly ask, “Please take a seat so I can continue instruction. If that’s not possible today, I’d be happy to catch up with you about course materials in office hours.”
Scenario: A student makes a particularly incendiary remark that clearly affects others in the room.
Acknowledging and Defusing: “I just want to take a moment here to recognize that those words may have impacted others in the room. As discussed in our community norms, we don’t use disparaging remarks in class. It’s my goal to keep our discourse focused on course content and to uphold our discourse norms so all are comfortable learning here.”
Acknowledging and Defusing: “Thank you for sharing and it sounds like you’re really feeling strongly about that issue. For now, we want to be cognizant that those words may have negative connotations for others. In order to abide by our classroom norms, we should not use phrases like that. “
Acknowledging and Defusing: “I think that we’ve heard some pretty heavy things, and I know that it can be helpful to take some time to process before we return to course material. Let’s take a brief moment for us all to channel our thoughts in a free write about this. ”
Naming Expectations: “These types of remarks can make students in this classroom uncomfortable. I will have to ask you to stop using this language in order to make this a respectful learning environment.”
Naming Expectations: “You know, that comment was outside the bounds of what’s acceptable in this class. I am going to return to the subject at hand.”
Scenario: A major news event distracts multiple students or otherwise interrupts the normal operations of the class.
Acknowledging and Defusing: “I wanted to acknowledge [event]. This is a heavy and difficult topic, and I want to take a moment to give us all time to process. We’ll try to move back into course content once we take a collective breath.”
Acknowledging and Defusing: “I know many of us may not be able to be fully present today because of [event]. I am going to do my best to move on with class, but I will post today’s core content online as well, for you to navigate when you are in a space to learn. You should review this before our next class on [day].”
Acknowledging and Redirecting: “Today may be hard for us today. We have some stress relief activities on campus for anyone who wants to participate [e.g., direct to therapy dogs on campus, other college/department stress relief or wellness activities happening].”
Political Engagement and Class Participation
Scenario: A student tells you they will miss class to attend a political event or protest.
Acknowledging and Setting Expectations: “Thank you for letting me know ahead of time, and that is your choice. If that is the case, the outcome for that decision in this course is [policy].”
Acknowledging and Setting Expectations: “I appreciate you letting me know and that is your right as a student. In terms of this course, you have [X] excused absences with no questions asked and this can count toward that.”
Acknowledging and Setting Expectations: “Just a reminder that this will overlap with our exam, and the policy on that is [policy].”
Acknowledging: “While I cannot comment on your decision to attend the event, as a teacher, I will ask you to please prioritize your personal safety when attending the event.”
Scenario: A student asks for an extension on an assignment or leniency on a grade due to political or protest activity on campus or more broadly in the world.
Acknowledging: “That sounds like you are trying to balance a lot. Your options in this case are [provide options for your course].”
Acknowledging and Setting Expectations: “You have the absolute right to protest; however, this extension would count toward your one late assignment submission. Is that something you’d like to use in this case?”
Acknowledging and Setting Expectations: “You are definitely free to make that decision, but there are consequences in the class for late assignments, which means [policy].”
Interpersonal Interactions and Political Concerns
Scenario: A student tells you that interactions with their peers on a course project made them uncomfortable or feel unsafe because of its politically-charged tone.
Please note that Mandatory Reporter guidelines apply to all RVSM and Title IX related statements.
Instruct the class on how to work with people who may have different points of view than you, with an emphasis on focusing on completing the group assignment and using respectful language and manners during work time. Also, decide whether allowing students to form their own groups would be a better way to avoid this situation from reoccurring.
Acknowledging and Defusing: “I’m so sorry to hear you did not feel safe in this course, and I appreciate you letting me know. What supports or modifications do you currently need to feel safer in the course?”
Acknowledging and Defusing: “Thank you for telling me. That must have been hard to do. Because this course does overlap with political topics, sometimes this may occur, but in the meantime, what would make you feel safer in these interactions in the future?”
Acknowledging and Defusing: “That sounds really difficult, and I’m so sorry that happened. Let’s discuss how you can still get the most out of this assignment?”
Scenario: A student comments to you about political or social remarks they heard another faculty or staff member make.
Reinforcing Boundaries: “Everyone’s stances are their personal decisions and sometimes we may disagree with others, but they still have the right to that expression.”
Redirecting to the Course: “That sounds like it upset you, and I’m sorry that happened. In this course, we will keep course content focused on the course learning goals.”
Resources
President Guskiewicz’s video on free speech and civil discourse
MSU’s Freedom of Speech
MSU Dialogues
MSU Votes
MSU Student Activism
Tuft’s Free Speech and Inclusion on Campus
Bridging Differences Playbook
Inclusive and Civil Classrooms
Maintaining Campus Community During the 2024 Election
Return to the Civil Discourse in the Classroom playlist.
Posted by:
Bethany Meadows
Posted on: Center for Teaching and Learning Innovation
Classroom Scenarios Sample Responses
This article provides sentence starters for various classroom scena...
Posted by:
NAVIGATING CONTEXT
Tuesday, Aug 13, 2024
Posted on: Teaching Toolkit Tailgate
PEDAGOGICAL DESIGN
Avoiding Learning Myths
Photo by Kimberly Farmer on Unsplash
The Learning Styles Myth
The Myth: “I’m a visual learner,” Similar to the left vs. right brain, another prevalent neuromyth in education is the belief that students have distinct learning styles–meaning that their ways of learning (i.e., visual, kinesthetic, auditory, etc) require different teaching practices [1].
The Facts: While some students may prefer different types of information delivery, there is no existing research to date to suggest that there is any benefit in teaching them in their preferred learning style [2]. In fact, everybody uses a mix of these styles, and some of us are dominant in one or the other. We may also use one style in a situation and another under different circumstances [1].
The Alternative: There is a variety of ways to engage students with the material they are learning. One of the most popular teaching methods that incorporates both student-centered learning and the multiple representations of information is the Universal Design for Learning (UDL). UDL is a set of principles that helps teachers design flexible learning environments that adapt to the variability of learners.
The Critical Window of Time for Learning Myth
The Myth: “I’m too old to learn this.” This misconception is often linked to the “myth of three,” which postulates that the brain only retains information during a critical period–rendering the first three years of a child’s life decisive for future development and success in life.
The Facts: While critical periods have been observed in animal behavior, scientists have agreed that these are not as delineated in human beings, and instead favor the term “sensitive periods” which can be impacted by many factors [3]. Instead, research in neuroscience shows that different brain systems showcase different types and amount of changes with experience. This is called plasticity–the capacity that the brain has to change through learning [4]. So while some skills can be acquired during optimal times (i.e., grammar rules), it doesn’t mean that exposure and training beyond that could not lead to changes and learning.
The Alternative: Many educators have been enthusiastic about the idea of a “growth mindset” in opposition to a fixed learning pathway. While the idea is popular, there is also growing concern that teachers might not have the resources to use the concept effectively in the classroom. For instance, a recent nationwide survey of K-12 teachers reported that 85% of them wanted more professional development in the area [5].
How to Avoid Neuromyths
Start with skepticism! Look beyond mere claims and dig a little deeper to research the science behind these claims. For instance, research shows that we get seduced by explanations that are accompanied by images of the brain, no matter how random they are. This doesn’t mean being a complete pessimist, but to try to strike a balance between popular facts and scientific research. Is the claim being sold as a cure-all? What does the evidence say? Does it sound too simple? One of the best ways to do so is to be informed and knowledgeable about the brain.
Resources
http://www.oecd.org/education/ceri/34926352.pdf
https://www.psychologicalscience.org/journals/pspi
http://www.oecd.org/education/ceri/neuromyth1.htm
https://www.edcan.ca/
https://www.edweek.org/media/ewrc_mindsetintheclassroom_sept2016.pdf
The Learning Styles Myth
The Myth: “I’m a visual learner,” Similar to the left vs. right brain, another prevalent neuromyth in education is the belief that students have distinct learning styles–meaning that their ways of learning (i.e., visual, kinesthetic, auditory, etc) require different teaching practices [1].
The Facts: While some students may prefer different types of information delivery, there is no existing research to date to suggest that there is any benefit in teaching them in their preferred learning style [2]. In fact, everybody uses a mix of these styles, and some of us are dominant in one or the other. We may also use one style in a situation and another under different circumstances [1].
The Alternative: There is a variety of ways to engage students with the material they are learning. One of the most popular teaching methods that incorporates both student-centered learning and the multiple representations of information is the Universal Design for Learning (UDL). UDL is a set of principles that helps teachers design flexible learning environments that adapt to the variability of learners.
The Critical Window of Time for Learning Myth
The Myth: “I’m too old to learn this.” This misconception is often linked to the “myth of three,” which postulates that the brain only retains information during a critical period–rendering the first three years of a child’s life decisive for future development and success in life.
The Facts: While critical periods have been observed in animal behavior, scientists have agreed that these are not as delineated in human beings, and instead favor the term “sensitive periods” which can be impacted by many factors [3]. Instead, research in neuroscience shows that different brain systems showcase different types and amount of changes with experience. This is called plasticity–the capacity that the brain has to change through learning [4]. So while some skills can be acquired during optimal times (i.e., grammar rules), it doesn’t mean that exposure and training beyond that could not lead to changes and learning.
The Alternative: Many educators have been enthusiastic about the idea of a “growth mindset” in opposition to a fixed learning pathway. While the idea is popular, there is also growing concern that teachers might not have the resources to use the concept effectively in the classroom. For instance, a recent nationwide survey of K-12 teachers reported that 85% of them wanted more professional development in the area [5].
How to Avoid Neuromyths
Start with skepticism! Look beyond mere claims and dig a little deeper to research the science behind these claims. For instance, research shows that we get seduced by explanations that are accompanied by images of the brain, no matter how random they are. This doesn’t mean being a complete pessimist, but to try to strike a balance between popular facts and scientific research. Is the claim being sold as a cure-all? What does the evidence say? Does it sound too simple? One of the best ways to do so is to be informed and knowledgeable about the brain.
Resources
http://www.oecd.org/education/ceri/34926352.pdf
https://www.psychologicalscience.org/journals/pspi
http://www.oecd.org/education/ceri/neuromyth1.htm
https://www.edcan.ca/
https://www.edweek.org/media/ewrc_mindsetintheclassroom_sept2016.pdf
Authored by:
Sarah Gretter
Posted on: Teaching Toolkit Tailgate
Avoiding Learning Myths
Photo by Kimberly Farmer on Unsplash
The Learning Styles Myt...
The Learning Styles Myt...
Authored by:
PEDAGOGICAL DESIGN
Thursday, Jul 30, 2020
Posted on: #iteachmsu
NAVIGATING CONTEXT
Making an investment in people, taking time off work
While the Center for Economic and Policy Research has gone so far as to call the U.S. the “No Vacation Nation" stating from a study of 22 of the richest countries that "The United States continues to be the only advanced economy that does not guarantee its workers paid vacation and holidays." Former President Samuel Stanley made efforts to ensure that at MSU this wasn't ture. On his last day of service, President Stanley declared that, "MSU’s biggest investment — and greatest strength — is you, the exceptionally talented support staff, faculty and academic staff who bring our educational mission to life. You do so much to teach, inspire and support our students’ success in all they do. An important part of my job, and that of my administration, is recognizing your efforts and supporting your success." And the way in which Stanley recognized those efforts, was to award a new, annual winter break, which for this academic year will run from Dec. 23 through Jan. 2.In my experience, this is a time that many employees would use vacation days or accrued time off, but the act of intentionally gifting MSU staff this time means that the days they would have otherwise allocated to ringing in the new year can be distributed to other times in their work cycle. But will they? According to a study done by Glassdoor, the reasons U.S. workers don’t use their vacation time includes:
Their workload is too great and no one else at their company can do the work in their absence without fear they will fall behind.
They worry they will miss out on participating in an important project, decision or meeting.
They feel guilty about leaving the office too long because they think their team might feel lost or overwhelmed.
Some worry their desire to take vacation time will make them appear less motivated or dedicated.
Additionally, the Glassdoor study found that of those who did use vacation time, only 54% were able to fully "check out" while 27% were expected to stay aware of work issues and jump in if need be. This data-- combined with that from a study from the World Health Organization and the International Labour Organization that found working 55 hours or more a week was associated with a 35% higher risk of stroke and a 17% higher risk of dying from heart disease, compared with a working week of 35 to 40 hours-- has a few important take aways for us...
Over working ourselves has negative health implications.
Taking the time off that we're provided by our organization is important for both employees and employer.
Workplace culture, division of labor, and human capital/capacity all impact workers' ability to let go while taking time away (or taking time at all).
"While taking a vacation may make employees temporarily feel behind, they should realize that stepping away from work and fully disconnecting carries a ripple effect of benefits. It allows employees to return to work feeling more productive, creative, recharged and reenergized. In turn, employers should consider what a vacation really means – to actually vacate work – and how they can support employees to find true rest and relaxation to avoid burnout and turnover within their organizations," said Carmel Galvin, Glassdoor chief human resources officer. Additionalluy, in a report on the impacts of a reduction to 32 hour/4-day work-week in 27 companies, scholars at Boston College, the University College Dublin and Cambridge University found improvement in many well-being metrics. "Stress, burnout, fatigue, work-family conflict all declined, while physical and mental health, positive affect, workfamily and work-life balance, and satisfaction across multiple domains of life increased." Download a copy of the report for all the details.I love the way this Forbes article by Caroline Castrill puts it, "Don’t be a vacation slacker. Time off is linked to a slew of benefits, including better sleep and improved mental health. So, what are you waiting for? Put the guilt aside and plan your next holiday. Your body and mind will thank you." The article also links to multiple studies that support the assertions that vacation time:
increases mindfulness
improves heart health
reduces stress
boosts brainpower
improves sleep
The bottom line is taking vacation time is essential to employee survival. We (the royal "we") still have a long way to go when it comes to employee health and workplace wellbeing, but taking full-advantage of employer provided breaks is one place to start. So as the year comes to an end... leave your computer at work, set your away message, turn off notifications, and respect your own PTO boundaries. Photo by Bethany Legg on Unsplash
Their workload is too great and no one else at their company can do the work in their absence without fear they will fall behind.
They worry they will miss out on participating in an important project, decision or meeting.
They feel guilty about leaving the office too long because they think their team might feel lost or overwhelmed.
Some worry their desire to take vacation time will make them appear less motivated or dedicated.
Additionally, the Glassdoor study found that of those who did use vacation time, only 54% were able to fully "check out" while 27% were expected to stay aware of work issues and jump in if need be. This data-- combined with that from a study from the World Health Organization and the International Labour Organization that found working 55 hours or more a week was associated with a 35% higher risk of stroke and a 17% higher risk of dying from heart disease, compared with a working week of 35 to 40 hours-- has a few important take aways for us...
Over working ourselves has negative health implications.
Taking the time off that we're provided by our organization is important for both employees and employer.
Workplace culture, division of labor, and human capital/capacity all impact workers' ability to let go while taking time away (or taking time at all).
"While taking a vacation may make employees temporarily feel behind, they should realize that stepping away from work and fully disconnecting carries a ripple effect of benefits. It allows employees to return to work feeling more productive, creative, recharged and reenergized. In turn, employers should consider what a vacation really means – to actually vacate work – and how they can support employees to find true rest and relaxation to avoid burnout and turnover within their organizations," said Carmel Galvin, Glassdoor chief human resources officer. Additionalluy, in a report on the impacts of a reduction to 32 hour/4-day work-week in 27 companies, scholars at Boston College, the University College Dublin and Cambridge University found improvement in many well-being metrics. "Stress, burnout, fatigue, work-family conflict all declined, while physical and mental health, positive affect, workfamily and work-life balance, and satisfaction across multiple domains of life increased." Download a copy of the report for all the details.I love the way this Forbes article by Caroline Castrill puts it, "Don’t be a vacation slacker. Time off is linked to a slew of benefits, including better sleep and improved mental health. So, what are you waiting for? Put the guilt aside and plan your next holiday. Your body and mind will thank you." The article also links to multiple studies that support the assertions that vacation time:
increases mindfulness
improves heart health
reduces stress
boosts brainpower
improves sleep
The bottom line is taking vacation time is essential to employee survival. We (the royal "we") still have a long way to go when it comes to employee health and workplace wellbeing, but taking full-advantage of employer provided breaks is one place to start. So as the year comes to an end... leave your computer at work, set your away message, turn off notifications, and respect your own PTO boundaries. Photo by Bethany Legg on Unsplash
Authored by:
Makena Neal
Posted on: #iteachmsu
Making an investment in people, taking time off work
While the Center for Economic and Policy Research has gone so far a...
Authored by:
NAVIGATING CONTEXT
Friday, Dec 2, 2022
Posted on: #iteachmsu
PEDAGOGICAL DESIGN
Outlined Learning Objectives.
Up until this point, this guide has mostly focused on the instructor listing topics as opposed to objectives. While listing topics has a form of value, the topics may not communicate exactly what you hope students can achieve at the end of the course. For this reason, as much as possible an instructor should consider changing course topics to learning outcomes: concise statements describing the skills or abilities a student should have at the end of a course/unit.
Tips for writing learning objectives:
Begin each objective with the phrase, “After participating in this session, students should be able to…”
This is not how it may be phrased in your syllabus but will hopefully provide an effective brainstorming session on how to transform topics into objectives.
Choose verbs that are indicative of specific, measurable and observable behaviors which match desired level of knowledge or skill:
“Recall…”
“Describe…”
“Evaluate…”
“Create…”
Etc.
Write them as an outcome, not as a task.
Your objective should describe what students should be able to do/know as a result of the course/unit.
For example:
“Write a reflection on ______ .” is a task, not an outcome.
Teaching Methods.
Each instructor has their own approach to teaching. The general version of this approach has most likely already been listed in your syllabus. However, now you should consider how well your approach fits with the methods described in the syllabus itself and your goals as an educator. Here are some examples of teaching methods and why you may choose to use them. Reflect on what your own teaching method is and how it is incorporated throughout your syllabus.
Lecture-based learning:
Common for large groups, introducing a new topic, or delivering a complex lesson. This type of learning can be efficient for covering large amounts of information; however, it may decrease student engagement and encourage passive learning if done frequently.
Discussion-Based Learning:
Common for encouraging critical thinking, covering literature, philosophy or subjects that would benefit from multiple and diverse viewpoints. This type of learning can help promote active participation and deeper levels of understanding but can be time-consuming and run the risk of being dominated by a few participants if not moderated properly.
Inquiry-Based Learning:
Common in science and project-based learning, or areas where exploration is prioritized. This type of learning hopefully fosters curiosity and independent learning, however, relies heavily on student motivation so it requires heavy facilitation and planning.
Problem-Based Learning:
Common in applied fields such as medicine or engineering which rely on problem solving capabilities. This type of learning strongly develops analytical skills and problem solving but can be extremely challenging for students not used to open-ended tasks and is often affiliated with burnout.
Flipped Classroom:
Commonly used to engage students in higher-order thinking during class-time as opposed to presenting information. Ideally this will increase active learning and engagement during class but requires access to technology and relies on student motivation outside of class.
Differentiated Instruction:
Common in mixed-ability classrooms, this teaching method is tailored to different student learning styles, needs, and abilities. It is inclusive and student-centered, which may increase student/teacher relationships, but demands heavy planning and flexibility on the part of the instructor.
Montessori Method:
While more common in early development, this teaching technique encourages students to select activities from a range of options, which can encourage independence and self-motivation; however, it requires access to a lot of material and an extensive amount of planning from instructors.
Assessment Strategies.
Following the guide through each step means you already have some type of description of your assessments provided. Take this time to explain your strategy and reasoning behind those assessments.
Support
Be reflective of how you manage and support students in your class:
What implicit biases are built into your class and syllabus?
What is your stance on ableism?
Are their social/political motivations embedded in the syllabus?
Does your syllabus benefit one student over another?
If students are struggling financially, would that impact their ability to access resources for your class?
If students had a form of neurodivergence, how would that affect their performance in your class?
Do you favor one type of student over another?
What accommodation are you providing for students?
Here are some to consider:
Notes? Recorded Lectures? Audio recordings? Online attendance options?
Physical copies of materials? Electronic ones?
Extended test time? Alternate Test Locations?
Links to additional resources?
Assistive technology? Preferential seating?
Here is the time to demonstrate how you teach, set that clear expectation for students, and flesh out what it means for them to be in the class.
The Syllabus and Course Teaching
Outlined Learning Objectives.
Up until this point, this guide has mostly focused on the instructor listing topics as opposed to objectives. While listing topics has a form of value, the topics may not communicate exactly what you hope students can achieve at the end of the course. For this reason, as much as possible an instructor should consider changing course topics to learning outcomes: concise statements describing the skills or abilities a student should have at the end of a course/unit.
Tips for writing learning objectives:
Begin each objective with the phrase, “After participating in this session, students should be able to…”
This is not how it may be phrased in your syllabus but will hopefully provide an effective brainstorming session on how to transform topics into objectives.
Choose verbs that are indicative of specific, measurable and observable behaviors which match desired level of knowledge or skill:
“Recall…”
“Describe…”
“Evaluate…”
“Create…”
Etc.
Write them as an outcome, not as a task.
Your objective should describe what students should be able to do/know as a result of the course/unit.
For example:
“Write a reflection on ______ .” is a task, not an outcome.
Teaching Methods.
Each instructor has their own approach to teaching. The general version of this approach has most likely already been listed in your syllabus. However, now you should consider how well your approach fits with the methods described in the syllabus itself and your goals as an educator. Here are some examples of teaching methods and why you may choose to use them. Reflect on what your own teaching method is and how it is incorporated throughout your syllabus.
Lecture-based learning:
Common for large groups, introducing a new topic, or delivering a complex lesson. This type of learning can be efficient for covering large amounts of information; however, it may decrease student engagement and encourage passive learning if done frequently.
Discussion-Based Learning:
Common for encouraging critical thinking, covering literature, philosophy or subjects that would benefit from multiple and diverse viewpoints. This type of learning can help promote active participation and deeper levels of understanding but can be time-consuming and run the risk of being dominated by a few participants if not moderated properly.
Inquiry-Based Learning:
Common in science and project-based learning, or areas where exploration is prioritized. This type of learning hopefully fosters curiosity and independent learning, however, relies heavily on student motivation so it requires heavy facilitation and planning.
Problem-Based Learning:
Common in applied fields such as medicine or engineering which rely on problem solving capabilities. This type of learning strongly develops analytical skills and problem solving but can be extremely challenging for students not used to open-ended tasks and is often affiliated with burnout.
Flipped Classroom:
Commonly used to engage students in higher-order thinking during class-time as opposed to presenting information. Ideally this will increase active learning and engagement during class but requires access to technology and relies on student motivation outside of class.
Differentiated Instruction:
Common in mixed-ability classrooms, this teaching method is tailored to different student learning styles, needs, and abilities. It is inclusive and student-centered, which may increase student/teacher relationships, but demands heavy planning and flexibility on the part of the instructor.
Montessori Method:
While more common in early development, this teaching technique encourages students to select activities from a range of options, which can encourage independence and self-motivation; however, it requires access to a lot of material and an extensive amount of planning from instructors.
Assessment Strategies.
Following the guide through each step means you already have some type of description of your assessments provided. Take this time to explain your strategy and reasoning behind those assessments.
Support
Be reflective of how you manage and support students in your class:
What implicit biases are built into your class and syllabus?
What is your stance on ableism?
Are their social/political motivations embedded in the syllabus?
Does your syllabus benefit one student over another?
If students are struggling financially, would that impact their ability to access resources for your class?
If students had a form of neurodivergence, how would that affect their performance in your class?
Do you favor one type of student over another?
What accommodation are you providing for students?
Here are some to consider:
Notes? Recorded Lectures? Audio recordings? Online attendance options?
Physical copies of materials? Electronic ones?
Extended test time? Alternate Test Locations?
Links to additional resources?
Assistive technology? Preferential seating?
Here is the time to demonstrate how you teach, set that clear expectation for students, and flesh out what it means for them to be in the class.
Authored by:
Erik Flinn
Posted on: #iteachmsu
Outlined Learning Objectives.
Up until this point, this guid...
The Syllabus and Course Teaching
Outlined Learning Objectives.
Up until this point, this guid...
Authored by:
PEDAGOGICAL DESIGN
Monday, Apr 21, 2025
Posted on: Center for Teaching and Learning Innovation
ASSESSING LEARNING
Dare to Tinker: SoTL (Part 1)
Have you ever wondered why some students engage deeply with a concept while others struggle? Or why a strategy that worked wonders in one class doesn’t seem to resonate with another? If so, you’re already on the path to engaging in the Scholarship of Teaching and Learning (SoTL). At its core, SoTL is about embracing the tinkerer's mindset—approaching your teaching with curiosity, a willingness to experiment, and the drive to make a difference in student learning.
SoTL transforms the everyday tweaks we make as educators into intentional, research-based inquiries. It’s a way to take the questions you already have about your classroom and turn them into powerful insights that can enhance your teaching and your students’ success.
What Is SoTL?
The Scholarship of Teaching and Learning is a research-based approach to improving education. But it’s not just about conducting studies—it’s about actively engaging with your students’ learning processes to make data-informed decisions. SoTL is guided by five key principles:
Inquiry and Curiosity: Start with a question about your teaching or your students’ learning.
Systematic Investigation: Use evidence-based methods to explore that question.
Reflection: Analyze your findings to identify what’s working—and why.
Iterative Improvement: Keep refining your strategies based on what you learn.
Transparency and Sharing: Share your insights with others to contribute to the larger teaching community.
Think of it as bringing the mindset of a scientist into the classroom: What if? Why not? How can I do this better?
Your SoTL Journey in 5 Steps
Engaging in SoTL is a manageable, step-by-step process:
Identify the Research Question- Start with a specific challenge or curiosity. For example, “How does active learning influence student participation in large lecture courses?”
Design the Study- Plan your approach. Will you use surveys? Observations? Focus groups? Ensure your study aligns with your goals and ethical guidelines.
Collect Data- Gather evidence systematically. This could include student reflections, test scores, or LMS analytics.
Analyze the Data and Draw Conclusions- Look for patterns or trends. What do the results tell you about your teaching and your students’ learning?
Disseminate Results- Share your findings with colleagues, present at conferences, or publish in a SoTL journal. Your insights could inspire other educators to try new approaches in their classrooms.
How CTLI Supports Your SoTL Work
You don’t have to go it alone—MSU’s Center for Teaching and Learning Innovation (CTLI) is here to support you at every step of your SoTL journey. Here’s how:
Brainstorm and Design: Not sure where to start? Our consultations can help you refine your research question, choose methods, and plan your study.
Tools and Data: We’ll show you how to leverage psychometric methods and LMS data through tools like D2L Insights or integrate other technologies into your research.
Funding Opportunities: Apply for Catalyst Innovation Funding to bring your project to life.
Workshops and Training: Attend our sessions to build your skills in qualitative and quantitative research methods, ethical considerations, and more.
Share Your Work: Present your findings at CTLI’s Spring TALKS Conference or get advice on submitting to SoTL journals.
Whatever stage you’re at, CTLI is your partner in turning teaching questions into actionable, evidence-based answers.
Small Steps, Big Impact
You don’t need to overhaul your entire course to get started with SoTL. Begin with a single question, a small change, or a simple data collection strategy. Each step you take adds to your understanding of what works in your classroom—and why. Over time, these small steps can lead to big impacts on your teaching, your students, and your professional growth.
So, dare to tinker. Your curiosity could be the spark that transforms not only your classroom but the larger community of educators. Ready to take that first step? CTLI is here to support you every step of the way. Let’s turn your ideas into action!
Upcoming SoTL Workshops:
Introduction to SoTL (Part 1)SoTL Qualitative Methods (Part 2a)SoTL Quantitative Methods (Part 2b)SoTL Advanced Methods (Part 3)Course Analytics & D2L Insights
Register for CTLI Workshops
Resources:
1. CTLI-Specific Resources
Past Workshop Slides: SoTL Introduction (CTLI), SoTL (EDLI)
CTLI Workshops and Training: Events Calendar, Request a Workshop
Catalyst Innovation Funding: Details on how to apply.
Spring TALKS Conference: Call for Proposals coming soon. Check website.
CTLI Consultation Services
2. SoTL Guides and Handbooks
Books:
Engaging in the Scholarship of Teaching and Learning: A Guide to the Process, and How to Develop a Project from Start to Finish by Bishop-Clark and Dietz-Uhler.
The Scholarship of Teaching and Learning Reconsidered: Institutional Integration and Impact by Hutchings, Huber, and Ciccone.
Online Guides:
ISSOTL’s (International Society for the Scholarship of Teaching and Learning)
University of Georgia: Getting started with SoTLVanderbilt: Doing SoTL
Notre Dame: SoTL Overview
University of Minnesota: A Guide to theScholarship of Teaching & Learning
3. SoTL Communities and Networks
Professional Organizations:
International Society for the Scholarship of Teaching and Learning (ISSOTL).
SoTL transforms the everyday tweaks we make as educators into intentional, research-based inquiries. It’s a way to take the questions you already have about your classroom and turn them into powerful insights that can enhance your teaching and your students’ success.
What Is SoTL?
The Scholarship of Teaching and Learning is a research-based approach to improving education. But it’s not just about conducting studies—it’s about actively engaging with your students’ learning processes to make data-informed decisions. SoTL is guided by five key principles:
Inquiry and Curiosity: Start with a question about your teaching or your students’ learning.
Systematic Investigation: Use evidence-based methods to explore that question.
Reflection: Analyze your findings to identify what’s working—and why.
Iterative Improvement: Keep refining your strategies based on what you learn.
Transparency and Sharing: Share your insights with others to contribute to the larger teaching community.
Think of it as bringing the mindset of a scientist into the classroom: What if? Why not? How can I do this better?
Your SoTL Journey in 5 Steps
Engaging in SoTL is a manageable, step-by-step process:
Identify the Research Question- Start with a specific challenge or curiosity. For example, “How does active learning influence student participation in large lecture courses?”
Design the Study- Plan your approach. Will you use surveys? Observations? Focus groups? Ensure your study aligns with your goals and ethical guidelines.
Collect Data- Gather evidence systematically. This could include student reflections, test scores, or LMS analytics.
Analyze the Data and Draw Conclusions- Look for patterns or trends. What do the results tell you about your teaching and your students’ learning?
Disseminate Results- Share your findings with colleagues, present at conferences, or publish in a SoTL journal. Your insights could inspire other educators to try new approaches in their classrooms.
How CTLI Supports Your SoTL Work
You don’t have to go it alone—MSU’s Center for Teaching and Learning Innovation (CTLI) is here to support you at every step of your SoTL journey. Here’s how:
Brainstorm and Design: Not sure where to start? Our consultations can help you refine your research question, choose methods, and plan your study.
Tools and Data: We’ll show you how to leverage psychometric methods and LMS data through tools like D2L Insights or integrate other technologies into your research.
Funding Opportunities: Apply for Catalyst Innovation Funding to bring your project to life.
Workshops and Training: Attend our sessions to build your skills in qualitative and quantitative research methods, ethical considerations, and more.
Share Your Work: Present your findings at CTLI’s Spring TALKS Conference or get advice on submitting to SoTL journals.
Whatever stage you’re at, CTLI is your partner in turning teaching questions into actionable, evidence-based answers.
Small Steps, Big Impact
You don’t need to overhaul your entire course to get started with SoTL. Begin with a single question, a small change, or a simple data collection strategy. Each step you take adds to your understanding of what works in your classroom—and why. Over time, these small steps can lead to big impacts on your teaching, your students, and your professional growth.
So, dare to tinker. Your curiosity could be the spark that transforms not only your classroom but the larger community of educators. Ready to take that first step? CTLI is here to support you every step of the way. Let’s turn your ideas into action!
Upcoming SoTL Workshops:
Introduction to SoTL (Part 1)SoTL Qualitative Methods (Part 2a)SoTL Quantitative Methods (Part 2b)SoTL Advanced Methods (Part 3)Course Analytics & D2L Insights
Register for CTLI Workshops
Resources:
1. CTLI-Specific Resources
Past Workshop Slides: SoTL Introduction (CTLI), SoTL (EDLI)
CTLI Workshops and Training: Events Calendar, Request a Workshop
Catalyst Innovation Funding: Details on how to apply.
Spring TALKS Conference: Call for Proposals coming soon. Check website.
CTLI Consultation Services
2. SoTL Guides and Handbooks
Books:
Engaging in the Scholarship of Teaching and Learning: A Guide to the Process, and How to Develop a Project from Start to Finish by Bishop-Clark and Dietz-Uhler.
The Scholarship of Teaching and Learning Reconsidered: Institutional Integration and Impact by Hutchings, Huber, and Ciccone.
Online Guides:
ISSOTL’s (International Society for the Scholarship of Teaching and Learning)
University of Georgia: Getting started with SoTLVanderbilt: Doing SoTL
Notre Dame: SoTL Overview
University of Minnesota: A Guide to theScholarship of Teaching & Learning
3. SoTL Communities and Networks
Professional Organizations:
International Society for the Scholarship of Teaching and Learning (ISSOTL).
Authored by:
Monica L. Mills
Posted on: Center for Teaching and Learning Innovation
Dare to Tinker: SoTL (Part 1)
Have you ever wondered why some students engage deeply with a conce...
Authored by:
ASSESSING LEARNING
Thursday, Dec 5, 2024