Tag: Actual

  • What the Archives of Actual Classrooms Tell about the History of Teaching | A Conversation with Rachel Buurma and Laura Heffernan

    What the Archives of Actual Classrooms Tell about the History of Teaching | A Conversation with Rachel Buurma and Laura Heffernan

    In The Teaching Archive: A New History for Literary Study Dr. Rachel Sagner Buurma, Associate Professor of English at Swarthmore College, and Dr. Laura Heffernan, Associate Professor of English at the University of North Florida, turn to archives from the actual classrooms of major literary critics of the past century to see what the available course documents tell about the history of the teaching of literature. This approach contrasts with existing histories, such as Gerald Graff’s Professing Literature, which are based on archives of published works about teaching rather than archives of teaching itself. While this book will naturally interest literature teachers most, I think that Buurma and Heffernan’s methods and findings have wider implications across academia. Every discipline has a pedagogical past to learn from and a future to archive for. One of the most surprising findings in the book is that landmark works of literary scholarship often had tangible roots in classrooms. Seeing this documented helps us better appreciate that the classroom is a site of disciplinary scholarship in its own right. I’m grateful to Buurma and Heffernan for this fascinating historical work and for responding to my questions over email.

    CORRIGAN: I’m interested in the origin of the project. What prompted you to turn to archives of actual classrooms? What gave you the idea that you might find a different history of literary study there than what has previously been found based on archives of scholarly publications

    BUURMA & HEFFERNAN: Well, the project really began as an attempt to investigate how the New Critics actually taught. We had both heard New Critical pedagogy invoked over and over again as the foundation for how literary scholars teach, even if they are practicing historicism in their scholarship. And mentioning the New Criticism immediately brought to mind the familiar image of a professor leading students in a close reading of a single poem on a page. But what, we wondered, was this imaginary of the New Critical classroom predicated upon? New Critics wrote *about* teaching in their major works: Cleanth Brooks’s The Well Wrought Urn, for example, begins with a classroom scene in which the student senses the aesthetic value of Wordworth’s Westminster Bridge sonnet but needs to have that native critical judgment nurtured and amplified and modeled by the teacher through practices of closely attending to not just what the poem says but how he says it. But how did Brooks actually teach? 

    So we started there, and luck had it that Brooks’s papers at the Beinecke Library at Yale included transcriptions of not just his lectures but his students’ comments and questions from his Modern Poetry course (he had planned to publish a book of his lectures, and these complete transcripts were to be the basis). So, we were able to get a real sense of the ups and downs of his classroom hour; the kinds of unexpected queries he fielded from students; the historical facts he included or even misreported; and the ways that the sheer time that he spent on certain poems (like Marianne Moore’s “Poetry,” which he deemed a “failure”) belied a different kind of literary valuation at work than his stated theoretical account of what makes good poems good. 

    From there, we saw that there was a lot to be learned—indeed a whole other disciplinary narrative—by witnessing how scholars taught alongside what they wrote. We went to see, in the same spirit, how other foundational formalist critics including Eliot and Richards taught in their classrooms. But we also began to wonder and investigate what kinds of teaching were happening in other kinds of institutions in these same moments. Scholarly publications—particularly those manifestoes or arguments over how we should teach or read or research—tend to overrepresent figures at elite institutions. So looking at teaching instead gives us back a sense of the much bigger field of practice in these eras. 

    CORRIGAN: Early in the book, you stress that your book is a history of teaching—not an endorsement of how the particular teachers in your study taught (p. 17). But as I read, I kept finding things these teachers were doing really creative and interesting, such as Edith Rickert having her students create visual representations of elements of style in a text (p. 99). Were there times in your research where you thought, “Oh, that is good teaching” or even “I’m going to use that in my classroom”? 

    BUURMA & HEFFERNAN: Yes—and we think it’s actually a testament to how creative and interesting and maybe above all experimental literature teaching has been—we weren’t looking for model practices or assignments, but so much of what we came across seems worth stealing for our own classrooms, even though we try hard in the book to point out that we’re not holding up these figures as examples of Great Teachers or—what would be even less useful—suggesting that somehow teaching in the past used to be better and that we need to return to some previous, unfallen state of literature teaching! Because we don’t think that at all. In fact, one of the things that prompted us to write the book in the first place was knowing how hard we were working to learn to teach well in our own classrooms, how much time we were spending inventing new courses and assignments and little strategies for solving problems we ran into in the classroom, and how we saw that—despite omnipresent messages in higher ed about how bad college and university teaching is!—most of our colleagues and friends in the profession were working hard at being engaged, effective teachers and were often using really inventive methods to help their students learn. And we realized that no matter how many professors of literature were doing that, somehow engaged, effective teaching was always being framed as exception or unusual, and not the norm—and the norm, despite what we saw in our everyday professional lives, was always framed as this boring unengaged research who hating being in the classroom and just droned on to a lecture hall of bored students. So we thought that it was likely that if the present of teaching looked very different than official stories about it, there was a good chance that the past of teaching would look very different as well, if we could figure out how to find it.  

    And like you, other people also seem to have found the practices we document in the book useful. In his review of the book, Ben Hagen writes that:  

    The Teaching Archive is not a “How To” guide, yet Buurma and Heffernan acknowledge that “some of the past teaching [they] describe seems new and exciting now” (17). I can confirm that reading and rereading The Teaching Archive is pedagogically generative. This past semester (Spring 2021), inspired by the example of Spurgeon, I asked graduate students to create personal indexes of The Norton Anthology of Theory and Criticism. As we learn in chapter one, Spurgeon’s 1913 Art of Reading course did not conclude with an academic research paper but led students “just [up to] the point where [they] would begin to write a research paper,” working slowly through a process of studying, note taking, and “coordinat[ing] information into knowledge” (30, 31). Index-making, according to Spurgeon, is far from a “banal scholarly practice[]”; it is, rather, a “thoughtful” activity that “encode[s]” the values and perspectives of any given indexer—“recording this and not that, subordinating one point to another” (36). Building an index of a text, or an anthology, reveals networks of ideas as well as chains of citations and references, “set[s] of strands that you can reorder and reconnect” (36). This research emphasis on note taking and indexing—not paper writing—encourages students to make something and also to acquire a personal hold on obscure or difficult material; moreover, this activity leaves students (including mine, I hope) with a surviving record of what mattered to them in their studies, an organized set of data that they can “then recompose . . . into the shapes of [later] interpretations and arguments” (37). 

    CORRIGAN: One practical takeaway from your book might be an encouragement for teachers to more carefully archive our teaching materials. You mention, for instance, how rare it was to have “meticulously preserved” teaching notes like those of Caroline Spurgeon (p. 25). Do you document your own teaching any differently now that you’ve written this book? 

    BUURMA & HEFFERNAN: Haha, no! We should but we don’t, really. We always mean to take good notes about a class—what worked and what didn’t—but fail to do so nearly every term. (Josephine MIles, one of the poet-scholar-teachers we write about, jotted a very short and charming version of this end-of-term notes-for-next-time in one of her English 1A notebooks, which simply read: “Kill error + model style / Rouse C’s / Personal confs before midterms.”) Our teaching documents themselves are well stored because they’ve been made in word processors from the beginning. And of course, that big archive is keyword searchable—we’ve both had the uncanny experience of discovering a document of teaching notes on a relatively obscure text that we were looking up to cite or read for the first time (no kidding!).   

    CORRIGAN: On a related note, it strikes me that, just as your book was coming out, the pandemic forced so many teachers to do some pretty intensive archiving by making all aspects of our courses available electronically in various online, remote, and hybrid formats. Of course, intentionally online courses existed before the pandemic. But the scale we just saw was unprecedented. Do you have any thoughts on what this past year or so of teaching under these conditions might mean for cultivating “the teaching archive” going forward? 

    BUURMA & HEFFERNAN: Well, one thing we worry about is how much of that archive now exists within Learning Management Systems. Canvas, for example, is set up to encourage you to build out your “How to Revise a Thesis” handouts or your introductory notes on a novelist within the platform itself rather than linking to or embedding external documents. Feedback, too, often happens within the LMS. Laura, for example, has had to be really mindful about all of this because she saw how much of her own teaching record was disappearing from her personal computer—she’d go to write a recommendation letter for a former student and realize she had no record of the students’ work or her feedback on it to access. And another thing we worry about is the extent to which universities have tried to capture intellectual property in individual instructors’ courses in the chaos of everything going remote; we probably don’t even yet know to what extent this has happened at various universities. That’s an issue that faculty and faculty unions are paying more and more attention to, we think, but there aren’t really uniform practices or policies around this yet—and of course, many people don’t have a union and then advocacy for faculty around this issue can end up getting lost, or happening in piecemeal ways.   

    But you’re right that all of those issues and attendant dangers aside, there are a lot of exciting possibilities for what we might be able to know about teaching during this moment because of how much of it was happening remotely and has left more traces than usual—video recordings and transcripts and probably millions of hours of voicethreads and video assignments and blog posts and text chats. And we also noticed that more instructors were entering into the classrooms of instructors at other institutions. The two of us, for example, recorded lectures together, podcast style, for one of Laura’s UNF classes earlier this year, and we saw many other visits and guest lectures being organized on social media during that time. This kind of growing awareness of what’s going on not just within your colleagues’ classrooms but across different kinds of institutions seems really, really promising to us because it could serve not just as a foundation for stronger subfield scholarship but potentially also a foundation for the kind of cross-institutional labor organizing that disciplinary formations will need to nurture more and more.  

    CORRIGAN: Your history of literary study focuses on the teaching of “major literary scholars” (p. 3), in part so that you can contrast their writing about the discipline with their teaching of the discipline and in part (I’m imagining) because major scholars are the ones most likely to have their papers archived. But I’m curious, do you have any guesses about how different your history might look if it had been possible or practical to look at an even broader range of teachers—especially the great majority who are not major literary scholars, not well known at all?  

    BUURMA & HEFFERNAN: Yes—we focus on major literary scholars for exactly the reasons you describe, but part of what we found is that research is happening in tandem with teaching for everyone, whether they are writing major critical monographs, editing important collections, and publishing widely read public writing or not. This is partly because teaching itself requires research—when we prepare to teach classes, most of us find ourselves reading scholarly articles, tracking down new sources and texts, and searching out how peers past and present have taught a given text, topic, or course. All of that is literary studies research, even though we might not always recognize what we do when we prepare classes as research, and even though there’s no way to put that work down as research on a cv or make it count as research in an annual review. So we’re hopeful that we’ve written a history that opens up to the work of the great majority you mention.  

    CORRIGAN: I love your observation that most of literary studies takes place in classrooms. You write, “literary value seems to emanate from texts, but is actually made by people. And classrooms are the core site where this collective making can be practiced and witnessed” (p. 6). When we teach, we’re not transmitting literary studies to students for later. We’re doing literary studies with them right now. That feels revolutionary. What might change, would you guess, if more of us who teach literature consciously adopted this stance—that our courses are not about the discipline, they are the discipline? 

    BUURMA & HEFFERNAN: We’ve thought about this question a lot. We think it’s an insight that a lot of teachers understand, in a tacit way, through their practice. For example, there’s a line in our introduction just past what you quote here that reads, “The answer to the question, ‘Did I miss anything last week?’ is ‘Yes, and you missed it forever’” that REALLY resonated with readers. People shared that excerpt on Twitter more than any other part of the book. Because we all do know that what we’re doing in these classrooms is much more than content transfer—we’re creating knowledge!—but it’s relatively rare to see that insight ratified within the institutions in which we work, and so it’s difficult for teachers to really keep hold of it as a conscious insight about our everyday work. And if we could really hang on to the fact that we are actually creating literary value in our classrooms, we think we’d not only see new differences AND new connections to the work of other disciplines, but we’d also have a better sense of how literary studies is in some ways distinct—and so perhaps we’d be more consistent at describing and claiming the  expertise we exercise in our teaching, and thus better equipped to advocate for the conditions we need in order to do that teaching well.  

    Because if it’s rare for the institutions in which we work to ratify (or even be able to get out of the way of) that insight, it’s even rarer to have the kind of labor this teaching entails valued by those institutions. In her “Money on the Left” podcast appearance about her book, The Order of Forms, Anna Kornbluh pointed to just this section of The Teaching Archive:  

    But people need time for teaching. And that means that they need small class sizes, they need workable loads, and they need the ability to have preparation that involves reading new things and changing their course syllabi all the time and like genuinely encountering and making ideas happen in the classroom. There’s this line in Rachel Buurma and Laura Heffernan’s book, The Teaching Archive, about how like in the humanities you deal with students saying like, “I couldn’t make it to class, what did I miss?” And they say, “You missed everything and you missed it forever.” Because we make the knowledge happen in that haptic, collaborative, and dynamic moment of mutual determination of meaning. That is what you missed. So I think we need time for research driven teaching and research generative teaching. And what we also know is that it is just emphatically and empirically good for students, about small class sizes, about a lot of individual attention, about a lot of dynamic kind of evolution of what’s on the syllabus, and a lot of in-person collective work. 

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  • The Actual Work of an Edtech Sith Lord

    The Actual Work of an Edtech Sith Lord

    Coming to Terms With My Role as an Edtech Administrator and My Contribution to Education, Edtech, and Educators

    Recently, at the ISTE 2019 conference, I presented on building an educational technology professional development program on a budget. It was only the second time I had given this presentation and I was fortunate enough to be collaborating with my edtech sister, Kelly Martin. It was my first time presenting at what is the gold-standard conference in our field and I was feeling the incredibly trite combination of excited and nervous. Now that it is said and done, I’ve done a lot of thinking about the presentation, our message, the systems we have tried to build, and the pedagogical practice we have tried to improve. Our presentation, in many ways, speaks to a professional identity crisis I have been having since decided to cross over to the Dark Side and become an Edtech Sith Lord, an administrator.

    I came into edtech as a teacher coach. It was my job to be the expert on the tools AND to coach teachers. I would partner with them, build lesson plans and activities with them, and be in the room as support when we tested those lesson plans out with students. I loved it. If I am 100% honest with myself, after three years of being an administrator, I still miss it. In fact, I am going to commit a teaching taboo and admit: I think loved that job more than I loved my 14 years of being a classroom teacher, because the only thing I have loved more than helping middle school kids succeed by finding what they are capable of, is helping teachers succeed by finding what they AND their students are capable of.

    So when I became an administrator, when I made the conscious decision to join the Dark Side and trade my green lightsaber for a red one, I knew what it was I wanted to accomplish and why I was doing it. I wanted to build a great educational technology department in a district that was just starting out with edtech. I had had a great model at Fairfield-Suisun Unified School District, lead by Dr. Melissa Farrar. To this day, FSUSD still employs two of the best educational leadership role models I have met, Dr. Farrar and Kristen Witt. I was part of the team that first started the educational technology department in FSUSD, and naturally had some ideas on how I would do it “differently” or maybe “better.”

    I didn’t know how I was going to do it, but I had my what and my why in place. The how… well that has proved to be trickier, and more difficult than I expected. A thing I didn’t expect is how much being on The Dark Side was going to pull me farther and farther from direct contact with teachers. It has been a bit of a sacrifice, one that I am certain I would make again. Yet, it would have been easier if I had realized that going in.

    So now, after ISTE, after I have been allowed to represent myself as some sort of expert on building an educational technology department, I am reflecting even more on these questions: Am I effective? Am I an effective leader? What do I essentially do? How do I approach it? What do I believe in here?

    Teaching can be solitary work, but at least you have a whole school of other teachers, and a vast social media teacher community. One of the hardest things about my job is that to find a professional community you have to have friends outside of your district, because there’s only ever one of you. Even with that, I think what I still wrestle with most, having moved to the Dark Side, is missing teachers and classrooms.

    When I do get the chance to speak with men and women who do a similar job and we discuss how we interact with teachers and how we create professional development systems, there are common threads. What I have to say on this may not be terribly original. It could be summed up as “hire good people, and then get out of their way”, but since I have been reflecting on this, I thought I would share what the most important tasks of an Edtech Sith Lord are.

    Recruit Revolutionaries

    Every educational technology administrator I know in any public school district anywhere, who does not also have to do the IT portion of that work, is constantly messaging this to the entire organization: “We are not IT.” I like to tell people that IT works with boxes and wires, and edtech works with hearts and minds. Because we work with hearts and minds, we need the right people. Recruiting quality people is a quintessential part of building a good professional development program, educational technology or otherwise.

    One of the things you quickly find out when you’re recruiting for professional development is that even the best and most experienced teachers are not necessarily going to be the best professional developers. The skill-sets certainly overlap to a degree, the same way that there is overlap between pedagogy and andragogy, but they are not the same. Additionally, probably unsurprisingly, good teachers who are comfortable in front of a room full of second graders are not always comfortable in front of a room of their peers. So you do have to find people who are willing to do all the parts of the job. Good teachers are a must, but you cannot stop with that criteria.

    The reason I want to recruit “revolutionaries” is because an effective professional developer has to be willing to stand in front of a room full of teachers and say, “what you’re doing is good, but it could be great!” An effective professional developer is an agent of change. Being a champion of “it could be so much better” requires bravery, ardor, and perspicacity. Your people skills have to be on point. As a professional developer, you are yourself a recruiter. A recruiter to the cause of improved teaching practice, and you have to find a way to be both subtle and enthusiastic, to be a Pied Piper of teachers when you’re telling them “you can do better,” because that task is fraught with push back and hurt if you do it with a heavy hand. You must achieve a balance of gentle, yet relentless urging forward of your colleagues.

    Recruiting revolutionaries is no easy task, and they are usually in short supply. Another thing you have to be mindful of as a leader of revolutionaries, is that revolutionaries want change…and they want it now. Managing that expectation and engendering patience in them…also not easy. I wish I had better guidelines here, but I am not always patient myself, and sometimes my revolutionaries have had to teach me patience, but it is definitely a thing to think about. If you have done your recruiting right, you will find yourself being an Edtech Sith Lord who leads Edtech Jedi.

    Clear the Path

    The next thing I have learned over the last three years is that I need to clear the path for the revolution. In other words, I need to set up conditions so that my revolutionaries can get on with the work of proselytizing, being agents of change, and winning hearts and minds. What’s more, I need to ensure we don’t run out of the physical and emotional supplies they need to carry on. In short, you truly must support your revolutionaries in every conceivable way.

    Clearing the path can take many different forms. The most obvious is making sure that your team has the technology they need. You want them to be innovators and explorers so “standard issue” is often not enough. Hopefully, they will ask you, “Can we get some ____?” At first, or at least for me, my first compunction was to say, “yes.” But what you soon realize is that you are on the Dark Side, and you have peers and superiors on the Dark Side, and one of those higher Sith Lords is going to ask you why you spent $3,000 on 3D printers. You had better be ready to justify that cost using standards, superintendent goals, or board goals.

    In this case, one part of clearing the path is starting to ask your Jedi, your revolutionaries, “why,” and asking them to think about the pedagogical purpose for trying the cool new thing. Even when you yourself think it’s super cool and don’t want to ask why because you want to play with the new toys too, you have to ask that question. Another part of clearing the path is communicating and “educating” your peers and superiors behind the scenes to make connections between your experimental/innovative work and more conventional areas of education. If they already understand your department goals and vision to the point where they can guess why you’d be going to trainings or conferences, or purchasing technology they’re not themselves familiar with, then they’re less likely to question or push back.

    In fact, much of clearing the path is actually done away from your team. It might mean working with IT, principals, or union leaders. Sometimes clearing the path means finding paid professional development or peers for your Jedi and putting them in the same physical space to make connections and find support. And this last point, making sure your team has a professional community, is an example of clearing the emotional path for your team.

    I feel like, in order to do the work of professional development in education well, you have to really want to do it. If you have recruited revolutionary Jedi, and they are anxiously waiting to see change, then they might be in for some disappointment in the day-to-day. Especially in public education, changes are often incremental and slow. The word glacial comes to mind. However, if you can give your team a sense of belonging to something, remind and show them their accomplishments from time to time (hint: you will need this for yourself too as a Sith Lord) and provide opportunities for fun and bonding, then their emotional path will remain clear.

    Develop Your Developers

    This may not be as straightforward as it might sound. Obviously there is the normal goal-setting and driving people to develop their skills. In educational technology, we have the benefit of having many different certifications out there for our people to pursue. I work in a GSuiteEdu District, and I am very happy to say that we have added many Google Certified Trainers and Google Certified Innovators in our district, at all levels, and we have grown the number of Level 1 Google Certified Educators dramatically. This has been an outstanding achievement for our district, but this technical skill expertise is not enough.

    One of the things I have figured out, and it seems obvious when I read it, is to find out how people want to be developed, how they want to grow, and then find ways to grow them in those areas. This has two difficulties involved in it. The first difficulty is that sometimes you need to set aside how you want someone that you are leading to grow. Sometimes you have a need on your team, and you only have so many team members to fill it, and the team need can drive your actions in a way that isn’t always best for the person you’re trying to develop. There are, of course, certain basic team needs that must be fulfilled, but as new challenges or roles come along it’s good to be judicious and deliberate in assigning those roles and the accompanying development that goes along with them. The second difficulty comes when the team member isn’t really sure how they want to grow themselves. Allowing somebody the time and space for self-discovery and reflection can be difficult, especially if you are an impatient Sith Lord, but it will pay dividends in the long run.

    And then there’s this other thing, which seems to go opposite to the idea of developing people how they want to be developed. Sometimes you can see the potential for strengths in people; sometimes these strengths have no direct impact on the work of your team. Sometimes you can see that people are good at things even if they don’t know that they are good at those things, or, and this is a hard one, even if they don’t necessarily want to be good at those things.

    One of the members of my team is a natural diplomat, a clear-headed communicator, and has an overriding sense of fairness. It’s like he is a natural-born, level-headed leader. This is a role he shies away from. Every time he is in leadership he distinguishes himself so people keep asking him to do it. I think he would be a fabulous administrator, and it has taken me over a year to get him to a place to even consider it. For my part, I have had to be mindful and creative about how I use certain situations to help him see his strengths and the opportunities they might afford him.

    So in a way, being a Sith Lord is being a talent scout. This is pretty obvious at the recruiting phase when you’re looking for the initial attributes you want on your team. In addition, as you work with your individual team members–and you really should approach developing your team members as individuals–you need to be looking for their strengths so that you can build on them, and their areas of growth to mitigate them. The difficulty that comes as a team leader is when you know you need to push somebody up to a new position or a new challenge which will require them to leave your team. That can be hard, and downright annoying, but you develop yourself as a leader when you find new people to recruit and develop. You have to remember that teams succeed because of systems AND people. Build both, and in the long run the work will succeed, individuals will succeed, and the accomplishment will be satisfying.



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