Dr. Marvin Marshall on Education and Parenting

Discipline & Parenting Without Stress Contact Marv Marshall Marv's Tweets FaceBook Fan Page Marv Marshall's YouTube Channel Subscribe to Marv Marshall's  

Counterproductive Approaches

Learning requires motivation, but motivation to learn cannot be forced. Highly effective teachers realize this, so they prompt students to want to put forth effort in their learning by creating curiosity, challenge, and interest in meaningful lessons. In addition, however, and especially with youth in poverty, these successful teachers also create positive relationships with their students by practicing positivity, choice, and reflection. These practices are part of the Discipline Without Stress Teaching Model. This teaching model avoids approaches that inhibit motivation for responsibility and learning.

Following are 10 counterproductive approaches that are commonly used. Unfortunately, they are so counterproductive that they actually exacerbate the increasing dropout rate of students—especially in low economic areas.

1. BEING REACTIVE
Teachers too often become stressed by reacting to inappropriate behavior. It is far more effective to employ a proactive approach at the outset to inspire students to want to behave responsibly and then use a non-adversarial response whenever they do not.

2. RELIANCE ON RULES
Rules are meant to control, not inspire. Rules are necessary in games but when used between people, enforcement of rules automatically creates adversarial relationships. A more effective approach is to teach procedures and inspire responsible behavior through expectations and reflection.
See Rules.

3. AIMING AT OBEDIENCE
Obedience does not create desire. A more effective approach is to promote responsibility; obedience then follows as a natural by-product.

4. CREATING NEGATIVES
The brain thinks in pictures, not in words. When people tell others what NOT to do, the “don’t” is what the brain images. Example: “Don’t look at your neighbor’s paper!” Always communicate in positive terms of what you DO want. Example: “Keep your eyes on your own paper.”

5. ALIENATING STUDENTS
Even the poorest salesperson knows not to alienate a customer, but teachers too often talk to students in ways that prompt negative feelings. Negative feelings stop any desire of students to do what the teacher would like them to do. People do “good” when they feel “good,” not when they feel bad.

6. CONFUSING CLASSROOM MANAGEMENT WITH DISCIPLINE
Classroom management is the teacher’s responsibility and has to do with teaching, practicing, and reinforcing procedures. Discipline, in contrast, is the student’s responsibility and has to do with self-control. Having clarity between these two is necessary for both preventing and solving problems. See Classroom Management.

7. ASSUMING
Too often, teachers assume students know how to do what is expected of them. A more effective approach is (a) teaching expectations and procedures, (b) having the students practice, (c) having students visualize the process, and later (d) reinforcing the procedure by having them practice again. This process is necessary in order to have students be successful in performing the activity.

8. EMPLOYING COERCION
This approach is least effective in changing behavior. Although teachers can CONTROL students temporarily, teachers cannot CHANGE students. PEOPLE CHANGE THEMSELVES, and the most effective approach for actuating students to change is to eliminate coercion.
NOTE: Noncoercion is not to be confused with permissiveness or not using authority.

9. IMPOSING CONSEQUENCES
Although consistency is important, imposing the same consequence on all students is the least fair approach. When a consequence is imposed—be it called “logical” or”natural”—students are deprived of ownership in the decision. A more effective and fairer approach is to ELICIT a CONSEQUENCE or a PROCEDURE TO REDIRECT IMPULSES that will help each student become more responsible. This can easily be accomplished by asking people if they would rather be treated as a group or as individuals. They will readily have a preference to be treated as individuals and have ownership in the decision that will help them, rather than hurt them.

10. RELYING ON EXTERNAL APPROACHES
We want to assist young people to be self-disciplined and responsible. Both traits require internal motivation, but rewarding behavior and imposing punishments are external approaches. They also place the responsibility on someone else to instigate a change and, thereby, fail the critical test: How effective are they when no one is around? The greatest reward comes from the self-satisfaction of one’s efforts. In addition, by rewarding kids with something they value (candy, stickers, prizes), we simply reinforce their childish values—when what we really hope to do is to teach them about values that will last a lifetime.

In contrast to these counterproductive approaches, the DISCIPLINE WITHOUT STRESS TEACHING MODEL uses approaches that eliminate counterwill, the natural response to coercion.

A more comprehensive list can be downloaded from Counterproductive Approaches.

When to Teach the Raise Responsibilty Sytem

QUESTION:

I had the pleasure of hearing you speak in New Orleans. Thank you for your encouraging words.

I am a fourth grade teacher who desperately wants to move away from students only working for rewards, which is the nature of “behavior plans” at my school. After implementing a few of your strategies in my classroom, I am pleased with the way my students have responded. Because I, and all their previous teachers, have used rewards, I am unsure how the students will react if I do away with all tangible rewards.

———

MY RESPONSE:

Use principle two, CHOICE, of the THREE PRINCIPLES TO PRACTICE of the Discipline Without Stress Teaching Model.

Rather than stopping the use of rewards, give your students the CHOICE. It sounds like the following: “For those of you who still feel that I need to reward you for doing what you should be doing, let me know and I will do so. For those who believe that you are mature enough not to need such rewards, you will find your efforts so much more satisfying.”

Once students—of any age—understand the difference between Level C (EXternal motivation) and Level D (INternal motivation), they quickly realize that token rewards are given to manipulate them.  They quickly lose interest in receiving such rewards.

———

The communication continued:
Do you think it is possible to make such large changes in my classroom late in the year? Or would I do better to make small changes this year, and start next year fresh without punishments and rewards?

———

MY RESPONSE:

Start NOW!

The students only need to know the four levels of social development. You can teach the hierarchy in one setting by just sharing the vocabulary concepts and then having students give examples of what each level would look like in your classroom. Study the SIGNIFICANT POINTS of the Raise Responsibility System.

Japanese Motivational Approach to Increase Learning

The following is from a communication I received:

Dr Marshall:

I really enjoyed your presentation in Margate, New Jersey. I am a strong believer in positive thinking and you verified many aspects that have been helpful to me. You specifically spoke about a Japanese classroom during your talk. Unfortunately, I did not hear what you said because I was taking notes. Would you mind telling me the benefits of a Japanese classroom?

I also enjoy your newsletters. Even though I have been teaching for over 30 years, there is still so much to learn especially from experts like you.

Thank you,

Kathy Revelle

========
I responded as follows:

Dear Kathy,

The JAPANESE teaching model starts by tapping into student motivation. Teachers start lessons by giving students some activity that prompts curiosity, promotes a challenge, or shares something novel. MOTIVATION IS IMMEDIATELY AROUSED because curiosity is a wonderful motivator and because students WANT to find the answer or solve the problem.

In the UNITED STATES, many teachers ASSUME that the students are already motivated to learn. So they teach a lesson and then assign follow-up work——WITHOUT GIVING ANY ATTENTION TO MOTIVATION.

Unfortunately, too many teachers do not understand that education is about motivation.

Teachers would become more effective in promoting learning if they were to first ask themselves the reason they are teaching the lesson. Then (a) share that reason with students, and (b) plan an activity that creates interest at the outset of the lesson.

Marv Marshall

Procedures and Motivation

Developing procedures is critical for success in the classroom.

If there is a procedure for doing something, and not all students are doing it, practice the procedure.

When a student asks about something, or isn’t doing something for which you have a procedure,  simply ask, “What is our procedure?”  Put the responsibility on the student to think of the procedure or to practice it after a reminder.

When the class doesn’t do something by the procedure,  simply stop and practice.

Part I of the DISCIPLINE WITHOUT STRESS TEACHING MODEL is
critical to successful implementation of the whole approach.

Without taking care of classroom management (developing, teaching and practicing procedures,) it’s very difficult to have success in helping kids to become self-disciplined. Once the classroom is carefully structured with routines, then kids have a good shot at learning to control their own behavior—and the teacher is in a better position to inspire them to be self-motivated.

Motivation and Great Teaching

A cover article of Time Magazine was entitled, “How to Make Better Teachers.”

My thoughts after reading the article:

Great teachers understand that they are in the “relationship business.” Many students—especially those in low socio-economic areas—put forth little effort if they have negative feelings about their teachers. Superior teachers establish good relationships and have high expectations.

These teachers communicate in positive ways, such as letting their students know what the teacher wants them to do, rather than by telling students what not to do. Great teachers inspire rather than coerce. They aim at promoting responsibility rather than obedience because they know that obedience does not create desire.

Great teachers identify the reason that a lesson is being taught and then share it with their students. These teachers inspire their students through curiosity, challenge, and relevancy.

Great teachers are inspired teachers. Offering more pay does not prompt them to work harder any more than a president would work harder for more pay. They aim to increase their effectiveness, which may or may not result in harder work.

What will improve teaching are improved skills that prompt students to want to behave responsibly and want to put forth effort in their learning.

Great teachers have an open mindset. They reflect so that if a lesson needs improvement, they look to themselves to change something before they expect their students to change.

Unfortunately, today’s educational establishment still has a 20th century mindset that focuses on external approaches to increase motivation. An example of the fallacy of this approach is the defunct self-esteem movement that used external approaches such as stickers and praise in attempts to make young people happy and feel good about themselves. What was overlooked was the simple universal truth that people develop positive self-talk and self-esteem through the successes of their own efforts.

Education is about motivation. Great teachers know this.

Stopping Confrontations Immediately by Using the Hierarachy

Someone wrote the following:

“I am teaching at an urban middle (6-8) charter school in Indianapolis. It is the first year, and the school has expelled a number of kids. I am on a temporary assignment (3 weeks). My teacher friend has adapted the, “They are not serious about their education” approach and has a dumbed down curriculum.

“I have had success in simply using the hierarchy when I was struggling with teaching middle school. So I taught the hierarchy. In order to bring the class to order, I used a whole class approach of stating the number of students not at levels C or D and then stating the behaviors being displayed as being either A or B behaviors.

“This immediately stopped the need for calling out individual names and the inevitable confrontations.”

The reason that the teacher had immediate success was that she prompted students to reflect as to their choice on the Hierarchy of Social Development.

The hierarchy allows people to label and reflect:
(A) Am I CHOOSING to BEHAVE on a level of narcissism (only being interested in myself and thereby fostering ANARCHY)?

(B) Am I CHOOSING to BEHAVE on a level of BULLYING OR BOSSING where I am making my own rules?

(C) Am I CHOOSING to be MOTIVATED by what is expected of me by others (EXternal motivation)? or

(D) Am I CHOOSING to be MOTIVATED by what is the right thing to do (INternal motivation)?

An Empowering Story

The old story told of a banker who often dropped a coin in a beggar’s cup bears repeating.

Unlike most people, the banker would insist on getting one of the pencils the beggar had with him. The banker would say, “You are a merchant, and I always expect to receive good value from the merchants with whom I do business.”

That daily routine went on for some time, but one day the poor street beggar was gone. Time passed, and the banker forgot about him.

Years later the banker walked by a little store, and there was the former beggar, now a shopkeeper. The shopkeeper said, “I always hoped you might come by some day. You are largely responsible for my being here. You kept telling me I was a merchant. I started to think of myself that way—instead of as a beggar looking for handouts. I started selling pencils, lots of them. And today I’ve got a little business. You showed me self-respect. You influenced me to look at myself differently.”

Can people change? Of course they can. But the change is often preceded by your expectations for them.

The 15-Minute Rule

She was a vibrant picture of health and an inspiring speaker. The audience was stunned to see a slide of her when she was morbidly obese. She had lost 125 pounds and spoke about how diet and exercise saved her life.

The question was asked what she did when she wanted to go off her diet and when she didn’t feel like exercising.

She described her 15-Minute Rule. She explained that when she had a craving for something that she knew she shouldn’t eat, she told herself, “I CAN eat that, but I will wait 15 minutes.”

Invariably something happened in those 15 minutes that got her mind off food. She would make a phone call, check her e-mail, write a note, or get involved in some activity. Sometimes, without getting involved in another activity, the craving went away on its own.

Whenever she didn’t want to work out, she conducted a little negotiation with herself. She told herself that she would work out for 15 minutes and then renegotiate. Ten percent of the time, she walked out of the gym after the 15 minutes. Ninety per cent of the time, however, the 15 minutes of activity broke down her resistance and she continued her full work-out session.

So, for more responsible behavior, the next time you have a craving or are not doing something you know you should, try the 15-Minute Rule.

The Hawthorne Effect

The idea of communicating a caring interest to those with whom we work—as parents, teachers, administrators, or leaders—was first documented in a classic study on human relations and is known as the “Hawthorne Effect.” It emanated from a study that took place in the late 1920’s at Western Electric’s Hawthorne plant near Chicago.

Researchers went into the factory to see if, by increasing room lighting for a group of employees, the productivity would increase. Improvements did indeed seem to boost worker output. But much to their surprise, when the researchers analyzed a comparable group with no change in the lighting, their productivity also improved.

Further study and analysis of this puzzling result showed that productivity increased because the workers were delighted that management was showing some kind of interest in them. The very fact that workers knew they were receiving attention motivated them to try to improve. The workers felt that management cared about them and that they were valued.

Similarly, any person, regardless of age, who feels valued reaps the benefit of the Hawthorne Effect.

B.F. Skinner vs. Marvin Marshall

“Several years ago, I had the opportunity to do a lengthy interview with B.F. Skinner. I concluded that I do not subscribe to much of what he taught—for example, his rejection of all inferred states such as attitudes and motivation.

“Dr. Marvin Marshall’s book addresses a fundamental problem that every society must solve: how to produce individuals who will take responsibility for doing the important tasks that need to get done. He focuses on what is the essence of good citizenship in the home, school, and nation. Using some of the latest findings of social science, Dr. Marshall has developed an approach that enables parents and teachers to help young people grow into responsible citizens and live satisfying and rewarding inner-directed lives.”
—Gene Griessman, Ph.D., Author of “THE WORDS LINCOLN LIVED BY”