The American Sociological Association has approved a new set of gender categories by which members can classify themselves for organizational purposes. After some debate, the association decided on the following:
Transgender Male/Transgender Man
Transgender Female/Transgender Woman
Preferred Identity (in addition to or not listed above) _____________
Prefer not to state
Members will select “all that apply.” John Curtis, director of research for the association, said the categories were recommended by a committee tasked with coming up with terminology that satisfied its members, and that the ACA Council recently approved those recommendations. Last year, some sociologists said that the association’s existing group of terms -- female, male and prefer not to answer -- weren’t inclusive enough. But there was disagreement as to which new terms were best, particularly over one proposal to adopt the term “other,” as some sociologists thought that was marginalizing. The categories will be in effect by the 2016 membership year.
Adjunct faculty members at the University of the District of Columbia voted 82 to 25 in favor of forming a union affiliated with the Service Employees International Union, they announced Monday. Part-time faculty members there join adjuncts at four other Washington-area institutions to form unions affiliated with the SEIU, and the organization says it now represents 75 percent of adjuncts in the metro area. A university spokesman declined immediate comment.
As summer ends, professors across the country are gearing up for a new academic year: refurbishing old syllabuses, reviewing some alternate readings, perhaps adding service learning or a new assessment tool to their courses. I’m designing one entirely new seminar, plus working with colleagues to rethink our team-taught intro class. It all requires time and energy, and has to be done. But the best thing I do to improve students’ work in my courses is far simpler.
I will learn and use their names. It’s easy, and it works.
Using those names in class is uniquely powerful. As Dale Carnegie said, “Remember that a man’s [sic] name is to him the sweetest and most important sound in the English language.” (Of course we know today that this is true for a woman too.) A student who hears his name suddenly becomes completely alert; one who hears herself quoted (“As Hannah said, Machiavelli was just trying to be realistic”) will be replaying those words in her head, over and over, for at least a week.
I used to learn names by taking the class list and scribbling descriptions, and for a time I would videotape students actually speaking their names, then review the tape every morning over my Cheerios. My current technique, at least for larger classes, is flashcards. The first day I line up the students alphabetically (they’ll already be smiling at each other, with a nice excuse for meeting), then take their pictures one by one, bantering like a novice fashion photographer (“Excellent!” “You look sharp,” “Nice t-shirt,” “Great smile,” and so on).
After being photographed, the students write their preferred first and last name, with phonetic guides if needed, on a pressure-sensitive file label, a sheet of which lies on the desk. At the end of the day, I deliver the pictures to a one-hour development kiosk, and by morning have a full deck of photos, each with a name stuck on the back. Before each class meeting I spend a few minutes going through the deck again, memorizing the names. Whenever I pick up a new tidbit about a student I’ll write it on the back: “Plays lacrosse,” “Civil War buff,” “always wears these glasses,” “from Vermont.” The names take maybe four class meetings to learn; last fall, when I had 82 students in two courses, it required about two weeks in total.
And the technique, or at least its principle of individualized recognition, is scalable. With smaller classes (say, 29 students or less), you can make up nameplates – just a folded paper card will work, with names on the front. Within a few days not only will you know their names, the students will also know everyone else’s – a nice side benefit, and very helpful in seminars. With larger classes, learning the names certainly takes more work -- although a dean of students I once knew was famous for knowing and using the names of all 700 or so students at his college, from the day they matriculated. It’s impressive if you do learn so many; even if you can’t, your teaching assistants can learn students’ names in their sections. Or even without knowing any names, a lecturer who pays attention can spot a puzzled student and say, “Do you have a question?” It is possible to connect well, with even a large class.
Why is knowing someone’s name or acknowledging them individually so important? Any person’s name is emotionally loaded to that person, and has the power to pull him or her into whatever is going on. By putting that person at the center of attention, naming takes only a moment from you – but for them, it is deeply affecting, and lasts.
But more than that, calling a student by name opens the door to a more personal connection, inviting the student to see the professor (and professors generally) as a human being, maybe a role model or even a kind of friend. In the 10-year longitudinal study that Chris Takacs and I did of a cohort of students moving through college (for our book How College Works), students who found congenial advisers, or even full-fledged mentors, were more likely to stay in school, to learn more, and to enjoy the entire experience.
Several years ago I saw Jon Stewart, the television show host, deliver a marvelous 74-minute stand-up comedy routine for an audience of 5,000 people, apparently with no notes whatsoever. Stewart worked the crowd, picking up on what we liked, playing off of a few local references, sensing groups in the audience who responded differently, asking questions, riding the laughs but knowing when to quiet our responses. He connected with us; he made us part of the show. It was exciting and memorable.
I’m no Jon Stewart, nor a match for that dean of students. But once about 20 years ago I had a social psychology class of 144 students. Armed with the freshman facebook (small “f,” remember that?) photos and some scribbled hints, I worked on their names for a couple of weeks. Then one day I came into class and started pointing at each student, slowly speaking his or her name. Some were easy, others took a moment; still others I skipped, to return to when I remembered or had eliminated possibilities. As I progressed around the room, students became increasingly focused on what I was doing, smiling and laughing at who was remembered, and who took a minute. Eventually I got to the last few, the people at the outer edge of my mnemonic ability. When I declared that last name – correctly -- the entire class hesitated, and then erupted in a long, sustained round of applause. Some cheers were thrown in.
And the course went well.
Daniel F. Chambliss is Eugene M. Tobin Distinguished Professor of Sociology at Hamilton College. He is the author, with Christopher G. Takacs, ofHow College Works(Harvard University Press).
As part of a deal with its faculty union, the University of Saskatchewan has agreed to end the right of the president to veto tenure decisions, The Star Phoenix reported. Faculty at the university see the veto as antithetical to academic freedom. The agreement comes in the wake of numerous disputes over the relative power of administrators and faculty members at the Canadian university.
In today's Academic Minute, Stefan Sarafianos, a professor of microbiology and immunology at the University of Missouri, discusses his research on how compounds present in soy may be effective in helping resist the HIV virus. Learn more about the Academic Minute here.
Regular readers of the higher education press have had occasion to learn a great deal about digital developments and online initiatives in higher education. We have heard both about and from those for whom this world is still terra relatively incognita. And, increasingly, we are hearing both about and from those commonly considered to be to be “digital natives” –- the term “native” conveying the idea of their either having been born to the culture in question or being so adapted to it that they might as well have been.
When we think of digital natives, we tend to think of students. But lest we think that things are easy for them, let us bear in mind their problems. Notably, they share the general difficulty of reputation management or what we might consider the adverse consequences of throwing privacy away with both hands when communicating on the internet. More to the point in the world of higher education, many suffer from the unequal distribution of online skills most relevant to academic success –- yet another factor in the extreme socioeconomic inequality that afflicts our nation’s system of higher education.
But let us turn our attention to the faculty, and first to those relatively unschooled in new information technologies. At the extreme, there are those who view the whole business with fear and loathing. We must find ways to persuade them that such an attitude is unworthy of anyone who has chosen education as a vocation and that they would do well to investigate this new world with an explorer’s eye –- not uncritically, to be sure, given the hype surrounding it –- in order to reach informed positions about both the virtues and the limitations of new information technologies.
Others are more receptive, but also rather lost. They are fine with what Jose Bowen calls “teaching naked” (i.e., keeping technology out of the classroom itself), since they have been doing it all their working lives, but are unable to manage the other major part of the program (that is, selecting items to hang in a virtual closet for their students to try on and wear to good effect, so that they come to class well-prepared to make the most of the time together with one another and their instructor). What these faculty members need is the right kind of support: relevant, well-timed, and pedagogically effective –- something far less widely available than it should be.
Digitally adept faculty have challenges of their own, some of which are old problems in new forms. There is, for example, the question of how available to be to their students, which has taken on a new dimension in an age in which channels of communication proliferate and constant connectedness is expected.
And then there is the question of how much of themselves faculty members should reveal to students. How much of their non-academic activities or thoughts should they share by not blocking access online or perhaps even by adding students to some groups otherwise composed of friends?
Many of us have worked with students on civic or political projects –- though not, one hopes, simply imposing our own views upon them. Many of us have already extended our relationship into more personal areas when students have come to us with problems or crises of one sort or another and we have played the role of caring, older adviser. We have enjoyed relatively casual lunches, dinners, kaffeeklatsches with them that have included discussion of a variety of topics, from tastes in food to anecdotes about beloved pets. The question for digital natives goes beyond these kinds of interaction: To what extent should students be allowed in on the channels and kinds of communications that are regularly –- in some cases, relentlessly and obsessively –- shared with friends?
Not all of this, to be sure, is under a faculty member’s control. Possibilities for what sociologists call “role segregation” hinge on an ability to keep the audiences for different roles apart from one another –- hardly something to be counted on in these digital times. But leaving aside the question of how much online information can be kept from students, how much of it should be kept from them?
Will students be better-served, as some faculty members seem to believe, if they see ongoing evidence that their teachers are people with full lives aside from their faculty roles? Should students be recipients of the kinds of texts and tweets that faculty members may be in the habit of sending to friends about movies, shopping, etc.? Given how distracting and boring some of this may be even to friends, one might well wonder. Some students will perhaps get a thrill out of being in a professor’s “loop” on such matters, but do we need to further clutter their lives with trivia? This is an area in which they hardly need additional help.
To put this issue in a wider context: In her 1970 book Culture and Commitment, anthropologist Margaret Mead drew a distinction among three different types of culture: “postfigurative”, in which the young learn from those who have come before; “cofigurative”, in which both adults and children learn a significant amount from their peers; and “prefigurative”, in which adults are in the position of needing to learn much from their children. Not surprisingly, Mead saw us as heading in a clearly prefigurative direction –- and that years before the era of parents and grandparents sitting helplessly in front of computer screens waiting for a little child to lead them.
Without adopting Mead’s specific views on these cultural types, we can find her categories an invitation to thinking about the teaching and learning relationship among the generations. For example, should we just happily leap into prefigurativeness?
Or, to put it in old colonialist terms, should we “go native”? Colonial types saw this as a danger, a giving up of the responsibilities of civilization –- not unlike the way the Internet-phobic see embracing the online world. The repentant colonizers who did decide to “go native”, motivated either by escapism or by a profound love and respect for those they lived and worked with, sometimes ended up with views as limited by their adopted culture (what is called “secondary ethnocentrism”) as were limited by their original one. This aside from the fact that attempts to go native are not always successful and may even seem ridiculous to the real folks.
Perhaps it is helpful to think of ourselves first as anthropologists. We certainly need to understand the world in which we ply our trade, not only so that we can do our work, but also because we are generally possessed of intellectual curiosity and have chosen our vocation because we like working in a community. We believe that we have much to learn from the people we study and, at the same time, know that we can see at least some things more clearly because we have the eyes of outsiders.
But we are also missionaries, since we feel we have something of value to share –- to share, to be sure, not simply to impose. What might that something be?
In the most basic sense, it is the ability to focus, to pay attention, take time to learn, looking back at least as often as looking forward. Most of our students live in a noisy world of ongoing virtual connectedness, relentless activity, nonstop polytasking (how tired are we of the word “multitasking”?). Like the rest of us, they suffer from the fact that too much information is the equivalent of too little. Like the rest of us, they live in a world in which innovation is not simply admired, but fetishized.
So, even as we avail ourselves of the educational benefits of new information technologies, we might think of complementing this with a Slow Teaching movement, not unlike the Slow Food movement founded by Carlo Petrini in 1986 with the goal of preserving all that was delicious and nutritious in traditional cuisine. We have such traditions to share with our students even as we become more knowledgeable about the world in which they move.
Our students and junior colleagues don’t need us to be them; they need us to be us. Or, as Oscar Wilde so engagingly put it: Be yourself; everyone else is already taken.
Judith Shapiro is president of the Teagle Foundation and former president of Barnard College.