"I think this a real gut-check moment for you, Nathan."
His eyes immediately drop to his lap in an apparent effort to do just that, and I feel my shoulders sag. I look over at my colleague, whose eyes meet mine and then roll slightly. Damn. Nathan looks up from his gut check and eyes me quizzically. I quickly adjust.
"What I mean is that this is one of those important moments when you decide if you really want to do something that's difficult." In this case, it was giving up his habit of taking over-the-counter medication in excess. I, of course, had my own habit to give up: my tendency to use figurative language to explain a concept or suggestion or quandary in which my students find themselves.
For most of my career, I have worked with students who, for the most part, traveled with me down the road of abstraction (See? There I go again. Damn). I would sit with them and explain how texting an ex-boyfriend was like "touching a hot stove over and over," or how missing class repeatedly meant they were digging themselves a hole that got deeper by the day, or that seeing a counselor would help them box up those bad memories and stack them neatly on a closet shelf where they could be accessed without fear of being crushed. Not always the most elegant language, but it worked for me, and seemed to work for them.
These days, I find myself in the company of very different students. They live together in a residential and academic support program that was created to help high-functioning autistic students, or students with significant executive function challenges, succeed in college. We provide a level of academic and organizational support that is beyond the capacity of most colleges, and in doing so, allow these often very bright students to take, and pass, classes and ultimately get a college degree and a credential necessary for some of the careers to which they aspire.
They can do many things: solve complex math problems, explain chemistry to anyone who will listen, remember dates of significant world historical events in a manner foreign to most college students who only want to memorize what will be on an exam.
What they can't do very well is understand my metaphors. They are, most of them, literal thinkers.
"Don't throw in the towel yet!" I implore Stephen, who is thinking of quitting a club he has joined.
"What towel?" Damn.
"Don't give up yet. Don't quit. Give it a few more meetings and see if you like it better."
I never realized just how much I resort to visual metaphors until I couldn't use them anymore. I am like a mechanic without a wrench, a hairstylist without a comb, a ... you see, this is my problem. I don't plan these analogies and similes. It just seems to be how my brain works. I come by it naturally, as my mother was the queen of the cliché, the euphemism, the short-phrase-that-put-all-in-perspective.
"Every cloud has a silver lining." "It's always darkest before the dawn." (Yes, teenagers love hearing those responses to heartbreak). My mother knew every aphorism available to English speakers. A well-phrased maxim was her primary child-rearing tool.
Perhaps she would have diversified her portfolio if she'd given birth to an autistic son rather than a daydreaming poet of a daughter. But she didn't, and now, here I am: in a job where I am often unable to use a tool that has served me so well in my work with students, a linguistic Leatherman, one could say, that I am lost without it (I just did it again, but that was pretty subtle).
"Come on, Robert. Don't let him get your goat," I say, trying to mediate between two students unable to be civil to one another.
"My goat?" asked Robert, suddenly sure that his nemesis was stealing yet another object of his.
"Don't let him..." What? Get the better of you? That's kind of abstract.
Rattle your cage? Ruffle your feathers? Get on your nerves? I settle on, "Don't let him make you angry." The conversation then continues.
My almost-daily moments of realizing my dependence on figurative language, proverbs, metaphors and other abstract notions make me very aware of the challenges my students face in the classroom. So much of teaching involves metaphor, which someone once defined as "using something we know to explain something we don't know."
In the rich scholarship of metaphor and meaning, this is more clearly articulated as two domains. One is the "source" domain, from which we draw the metaphorical expression: "Love is a battlefield"; "Life is a carnival." The source domain is our extant knowledge of a battlefield or a carnival, of things that are concrete, physical. The other domain is the "target" domain, where the metaphor takes us (to an understanding, in these cases, of love and life), to abstract and figurative concepts.
A teacher travels between these domains constantly, and the best teachers take their students there in style. Every academic subject -- literature, physics, computer science -- relies on metaphors for explanation of complex notions. And sometimes these notions become the source domain themselves. We refer to an organization’s core value as “being in its DNA," or a deeply held belief as being part of someone's "genetic code."
In their book Metaphors We Live By, authors George Lakoff and Mark Johnson write of the "conceptual metaphor" and its importance in cognition. Metaphors influence not just how we think, but how we feel and act. If, for example, a group of employees is placed into two "teams" and asked to "swing for the fences" toward a goal, they may find themselves in a competitive mindset.
If instead, they are asked to work in groups to build a "house," with different "subcontractors" working toward a common goal, they may approach their work in a more collaborative fashion. A simple comment like, "Hey, we're all in the same boat here" works to inspire a group of people because they instantly, with no effort, flash to the image of themselves in a boat with their co-workers and then quickly grasp what the boss is saying: we're in this work together. Metaphors, and our individual and collective ability to grasp them, hold great persuasive power in our learning and working environments.
So when I imagine my students in a typical classroom, with a talented professor zooming between and among metaphors, I see looks on their faces similar to the ones I've seen when I've said things like, "This is a gut-check moment," or "Give it a whirl": bewilderment followed by defeat.
When everyone in the classroom seems to get what the professor has said except you, it is hard not to be discouraged. Coupled with the cognitive processing speed deficits that are not uncommon among high-functioning autistic students, one can see why their attrition rate is higher than their native intelligence and innate perseverance would predict. I know I'd get frustrated if I were them. It's very likely I would throw in the towel, or raise a white flag, even.
I find that I do recognize that bewildered expression more quickly these days, and so catch myself almost as soon as the maxim, proverb, aphorism or metaphor is out of my mouth, or I at least announce, “I’m going to make a comparison between two things” (explaining a rule or predicting an action is often very helpful to students on the autism spectrum).
I have come to recognize, too, that some of my students do not have this particular deficit, and that some of them are so quick to use a metaphor to describe something that I need a moment to catch up myself. One afternoon, I watched as some students tossed a brand-new rugby ball belonging to one of them, Shane, in the front yard of the house we occupy. An errant toss landed the ball in the street where a truck quickly crushed it. Shane was good-naturedly bummed about his lost ball; when another staff member came outside moments later, he said to her, "Abbie, my firstborn committed suicide."
She looked alarmed, then followed his pointing finger to the street where she saw the flattened carcass of the ball on pavement. "It was my first rugby ball, and now it's gone," he said, in mock despair. "Shane," I observed, "to be accurate, it was actually more of an assisted suicide." He looked at me and for a moment, I thought I had gone one step too far with the metaphor.
"Yeah," he replied, laughing. "But that’s O.K., since that's now legal in Vermont."
As more and more students on the autism spectrum arrive in our classrooms, as accommodations allow more students with nonverbal learning disabilities to succeed enough to land on a college campus, our attention to our own language habits must increase. A few years ago, I might have responded to that request with some resistance. This is how I talk. This is who I am.
But now, spending my days in the company of students who have to work incredibly hard to succeed in a traditional academic setting, even with the appropriate accommodations, I know the onus is on me to add another tool to my toolbox. Exercise some new muscles. Step up my game.
Or maybe just ... improve.
Lee Burdette Williams is director of student life and collegiate partnerships at Mansfield Hall, in Burlington, Vt.
Much of the attention in higher education circles focuses on getting more vulnerable students to and through college. We have finally acknowledged that access to and entry into post-high school education not enough; we need to focus on graduation – whether from a certificate program, a community college or a four-year college or university. We have targeted improving graduation rates as a goal that symbolizes success, enabling some to claim victory when those rates rise.
But we are mistaken. We are claiming success too early. This point – which had been gnawing at some of us for months as we have watched and listened to our current seniors – was brought to the fore in Jeff Hobbs' new book, The Short and Tragic Life of Robert Peace. The story of Robert Peace is poignant, examining how a kid from Newark graduated from Yale with a degree in molecular biology and ended up murdered in a drug-related crime. The lost potential is agonizing; the pain of Peace’s mother is staggering.
Robert’s story is not unique. Of course, the individual stories are not identical nor necessarily as tragic. But consider the plight of many first-generation, low-income students who leave their homes and land on college campuses (whether elite or not) where some excel academically and then graduate. Normally, we stop the story there and celebrate success. Since graduation rates are so low for vulnerable students, we assume that the awarding of a degree is the crowning achievement.
In this book and through our lived experiences, certain questions recur: What more could have been done to save Robert? Could he have been saved if colleges saw their responsibility as extending beyond the moment a degree is awarded? Think about how many high schools consider their jobs done when students get accepted to college and complete high school. Check the box. Move on. But do these high-schoolers actually get to college and graduate? High schools are cutting short the scope of their work.
We think that colleges like the one where we work now have a greater obligation than we realize. We offer our first-generation students a career-launching liberal arts education but we do not address with enough deliberateness how our students will transition from our institution into employment or graduate school. Where will they live? Should they return home? How can they navigate their friendships from before and after college? What about their families back home?
Yes, we have career services offices. Yes, we match academic programs with careers. Yes, we have graduate fairs and job fairs. Yes, we have résumé-writing workshops. Yes, we do mock interviews. We do GRE prep. But what we are missing is what would have helped Robert Peace: an effort to focus on the transition from college to graduate school or the workplace in terms of its psychological dimensions. In the toolbox of skills we provide our first generation, low-income students who are graduating, we have failed to give them the skills to “crosswalk” effectively and smoothly between their past and their present and their future.
We should know better. We have experience with our younger veterans now returning stateside. Many of these veterans understandably struggle to navigate effectively from military life to civilian life. Settling into and then succeeding in college are mighty challenges. This reinforces the need to pay attention to our college seniors – preparing them not just for graduation and a career. We need to help them transition from college back to the “outside” world. Robert Peace was left to figure that pathway out on his own and he failed. Interventions from friends and family did not help.
We recognize that there is no magic pill here. But, here are two strategies that can help.
First, if student success has been accomplished on campus by helping students believe in themselves and believe they belong in college, then the mentors who have enabled this to occur need to keep in touch with these students post-graduation – in person, online, via Skype. This is part and parcel of the workload of these mentors. These new graduates need to know that their supporters’ belief in them was not time-delimited and did not end with graduation. Distance does not change, then, the commitment mentors have to their mentees even when those mentors themselves move on to different positions. An online set of modules could be created to achieve this end – engaging graduates and their mentor on a go-forward basis.
Second, it is worth adding the following quasi-mandate for vulnerable students who graduate, outlined to them at the get-go: a commitment that they return to campus and develop a mentor/mentee with a new student who was similar to them? This accomplishes several goals. It gets graduates back to campus, back to a place where they experienced success. It creates an expectation at the beginning that with success comes a commitment to pay it forward. But here is the key: in paying it forward, graduates can appreciate how far they have come, and that in and of itself can shed light on their comfort with their own pathway into the future. Both the graduates and their mentees benefit.
Perhaps there was nothing that would have saved Robert Peace. But whether or not that is true, there is now one college president, one program director and one campus reflecting on how future Robert Peaces could be helped and what is it we can do on our campuses to improve the odds that that difficult post-college transition can be navigated more effectively.
Getting a degree is a major accomplishment; using that degree and finding a place outside the protections of academia where one can flourish and contribute meaningfully to society and handle the complexities of the different worlds in which we all move would be a success. Sadly, this is a victory denied Robert Peace.
Karen Gross is president of Southern Vermont College. Ivan Figueroa is director of diversity and the Mountaineer Scholar Program at the college.
A few months after Gallup released findings from the largest representative study of U.S. college graduates, there is much to ponder. The Gallup-Purdue Index surveyed more than 30,000 graduates to find out whether they are engaged in their work and thriving in their overall well-being. In simple terms, did they end up with great jobs and great lives?
We learned some stunning things. But one of the most important is that where you went to college matters less to your work life and well-being after graduation than how you went to college. Feeling supported and having deep learning experiences during college means everything when it comes to long-term outcomes after college. Unfortunately, not many graduates receive a key element of that support while in college: having a mentor. And this is perhaps the biggest blown opportunity in the history of higher ed.
Six critical elements during college jumped off the pages of our research as being strongly linked to long-term success in work and life after graduation. Three of these elements relate to experiential and deep learning: having an internship or job where students were able to apply what they were learning in the classroom, being actively involved in extracurricular activities and organizations, and working on projects that took a semester or more to complete.
But the three most potent elements linked to long-term success for college grads relate to emotional support: feeling that they had a professor who made them excited about learning, that the professors at their alma mater cared about them as a person, and that they had a mentor who encouraged them to pursue their goals and dreams. If graduates strongly agree with these three things, it doubles the odds they are engaged in their work and thriving in their overall well-being.
When we looked at these three elements individually, we found that about 6 in 10 college graduates strongly agree they had a professor who made them excited about learning (63 percent). Fewer than 3 in 10 strongly agree the professors at their alma mater cared about them as a person (27 percent). And only about 2 in 10 strongly agree they had a mentor who encouraged their goals and dreams (22 percent) — which means that about 8 in 10 college graduates lacked a mentor in college.
Given how profound the impact of emotional support can be, it’s thoroughly depressing to learn how few college graduates receive it. A mere 14 percent of all college grads strongly agree that they experienced all three elements of emotional support.
Gallup has talked with many higher ed leaders about these findings, and it has been heartening to learn how many leaders are energized by having fresh insights about the importance and value of mentoring relationships in college. But it has also been frustrating to hear how many believe it’s too costly or unreasonable to ensure that every college student receives mentoring.
How is it possible that some leaders feel this kind of experience is more expensive or less practical than building and maintaining multimillion-dollar athletic facilities or high-end residential complexes? Or that it’s more difficult to provide mentors for students than to commit significant amounts of human and financial resources to eke out a few extra students in their admissions yield or create a massive machine to fund-raise from alumni?
If your college or university wants to get serious about finding mentors for its students, it could start by looking at is own alumni base. Assuming your institution has been around for 10 years or more, your alumni are one of the greatest human capital assets it has — not just as donors, but also as potential mentors.
Let’s use my alma mater, as an example. We have about 6,500 undergraduate students. There are more than 140,000 members of the alumni association. If just 10 percent of alumni agreed to serve as mentors, we would have a pool of 14,000 alumni for the 6,500 undergrads. That’s more than a two-to-one mentor-to-student ratio.
Imagine what would happen if your college applied just a portion of the staffing and budget for its development office toward recruiting alumni to mentor a current undergraduate. This relationship doesn’t have to be complicated — all that’s required is two to three calls, Skype meetings, or Google Hangouts between an alumnus and an undergrad each year for one-to-one coaching, plus some basic framework for how they engage one another. How many of your alumni might take you up on this offer if you made a concerted effort to recruit them? As an alumnus, would you be willing to mentor a current undergrad a few hours a year?
Within just one year, it’s completely conceivable that a college or university could achieve a 100 percent mentoring experience rate for its undergraduates. It’s simply a matter of valuing it and making it happen. For example, in a recent study Gallup conducted of Western Governors University alumni, fully 68 percent strongly agreed they had a mentor who encouraged them to pursue their goals and dreams. That’s three times higher than the national average of college graduates across all institutions – and accomplished at a fully online, adult-learner institution nonetheless.
At WGU, rather than conducting class, faculty members serve as mentors, working with students one-to-one. Upon enrollment, each WGU student is assigned a mentor who stays with them until graduation, meeting regularly by phone and in touch via email and text constantly. WGU mentors provide a wide range of support, from help with time management and finding learning resources to tutoring students on the course materials. It’s possible for all institutions to do this kind of mentoring in many different ways, and it doesn’t have to be costly. And as a side benefit: Imagine how much donations might rise among alumni who have a one-to-one relationship with a current undergrad.
Higher education has never tapped one its greatest human capital assets — its alumni — to provide a service its students might value most. According to Gallup research, it could be one of the most important changes a college or university could make toward supporting the success of its future graduates — or the biggest blown opportunity in its history.
Brandon Busteed is executive director of Gallup Education.