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Trauma is like a mirror that we don’t want to look into. It captures us at our worst angles. It accentuates what we want minimized and overlooks what we wish to be prominent. In trauma, we see projected the unwanted aspects of our realities in such a startling way that we forget everything over which we might have control. Sometimes we don’t have control over a lot. And if we are lucky, we are graced with a reminder that less can be more. To be clear, I don’t mean to make asceticism a virtue. Rather, I want to honor the irrelevant revelation where many on the brink find humor and solace—the fleeting thought of how “it could be worse.” On the flip side of that sentiment is an appreciation for the chance to no longer take what one has for granted. It is this latter posture that I think we teachers should become more accustomed to inhabit. If you follow me on social media, then you know that half of my best pedagogy comes from lessons learned while parenting. As I write, my six-year-old is wrestling in his first tournament. Kid Newton loves the sport. I like that he loves it. But the anxiety in the gym is as airborne as the body odor. And as these children face off, I can read the look in their faces. They are not scared of each other. They are afraid of their own limitations. Throughout this tournament, I have seen a lot of different coaching styles. I don’t have the foggiest idea about wrestling technique, yet I do know enough about teaching-learning to see what isn’t working. And the number one way to fail seems to be throwing a lot of new information at a student/athlete in the midst of a stressful situation. This results in a lot of takedowns, tears, and tantrums. I’ve also picked up some practices that seem to work on the mat, if not in the classroom. When trauma finds your students, consider having them do the following: Breathe. At a Wabash consultation, my colleague Dr. Melanie Harris would frequently lead my cohort in a few moments of collective breathing before we dove into the topic of the day. This may have been the single greatest takeaway from these intensive professional development experiences. In just a few silent moments of respiration, I found assurance that I had survived the previous moment and could be present in the current one. My mind stopped wandering to the future. My thoughts stopped dwelling on the past. So when I sense that my students are stressed or at dis-ease, I push pause on whatever we are doing and have us breathe. When we reenter into the activity, we are so much more prepared for what may come. Have space to be heard, read, and seen. Just like athletes need to breathe, people in trauma need a moment to vent. This doesn’t necessarily involve conspicuous expression, but perhaps just a moment to acknowledge what one has observed can go a long way. If I have a sense that we are in the middle of a traumatic moment, I like to start punctually but give students a chance to release their thoughts within the formal classroom time. This gives them license to work through preoccupation rather than be consumed by the trauma occupying them. Sometimes I just quickly name the event and have students free-write individually as they see fit. Other times I announce that we’ll take three minutes to talk about (or not) whatever they think needs to be discussed. In this situation, I move to the side of the classroom so that students can relate to each other as peers instead of to me as their instructor. When we move to our next activity, students seem to be calmer and more collected. Relax in their strengths. The traumatic moment can be a teachable moment, but not for skill acquisition. This is not the time to trot out radically new content. Instead, consider how you can bring out the things students know. What are the things that have been practiced, drilled, and rehearsed? Giving students a chance to bring these out will orient them toward the “more” ahead. Leaving a little room for free association or creative application can even bring a little hope in the midst of despair. As students rise to the occasion of just one task, they can remember that they have risen before and will rise again. None of these activities are novel. In fact, if you incorporate them into your regular teaching practices, they’ll be that much more effective in moments of testing. At the end of the day, the challenge isn’t ending the trauma. It is dealing with it. Just remember that you, in fact, do have the tools to begin doing so.

Drawing on their extensive experience training instructors in all disciplines to incorporate writing in their courses, Gottschalk and Hjortshoj provide time-saving strategies and practical guidance in this brief, well-written reference. Accommodating a wide range of teaching styles and class sizes, Elements offers reliable advice about how to design effective writing assignments and how to respond to and evaluate student writing in any course.

At many schools, the new academic year will begin with an interim Dean at the helm of the academic administration office. That's not a stretch for a guess as most deans in theological schools have a 4.3 to 4.5 year tenure. In most cases the interim deans will have come out from among the faculty---these are well-meaning, generous people willing to step up to the need of the moment. Most will likely not have previously served as dean, but will do a good enough job keeping the academic enterprise of the school going smoothly to some extent or another. They are to be thanked, for they'll give up a lot during their interim, and take on a responsibility that is critical to the institution; challenging, often thankless, and at times, overwhelming. Meanwhile, another group will step up to a different task: searching for the next dean. Before coming up with a list of questions to ask the candidates, the search committee will do well to answer the following questions for themselves: 1. How do we define success? Getting clear about what success means in your context and offering that vision to prospective deans is more fruitful than asking the question of them (e.g., "What is your vision of success for our school?" The honest answer to which is, "I can't know that yet."). What constitutes success is contextual to your school. The answer lies in the culture, shared values, academic intent, and the aspirations of your particular school. Some indicators of success are measurable, while others are aspirational. The one will keep you grounded, foster accountability, and inform strategies; the other will pull you forward---especially during difficult times. The clearer you as a search committee are about these, the more helpful in discerning your best choice among candidates. 2. What are the biggest challenges we face? While a search committee will put on a good face for a prospective dean and share all the good things about the school, a dean needs to know what challenges she or he will face coming to the position. To the extent the committee has done due diligence in identifying those challenges, has avoided self-referencing ("We're a great school because we believe we are."), and can be transparent and honest, will be the extent a prospective dean can discern whether or not there's a good "fit." That "fit," however, goes beyond personal likability, transactional familiarity, or cultural affinity. The best "fit" for a dean goes more to function than to role. All deans play the same role (they all have the same job description). Function, however, goes to the needs the school has at a particular point in its trajectory and within its contexts. A school in the midst of an institutional transition requires different functions of its dean than a school entering a period of development. A school requiring significant strategic re-organization needs a different dean than does a school in the midst of a crisis. No mature or experienced dean will be naive enough to think the job will be smooth, easy, or challenge-free. But deans need to know what the school requires of them that may not appear in the job opening announcement. The "right" dean will be the one who can help the school address its challenges. 3. In what areas must our new Dean create change and development; and how much change can we stand? Helping a school address its challenges will mean bringing about some level of change. A worthwhile conversation with a prospective dean will be about how well the school handles change and responds to challenges. If a school has change-fatigue from recent developments or transitions, it's not likely it will respond to an energetic, enthusiastic dean who sees herself as a "change agent," or to the impatient dean who "wants everything done by yesterday." Deans will of necessity bring about change in the institution---it's the nature of the job. How much change a school can stand is a product of capacity and willingness. Let the dean know where you stand. At the end of the day, one can only lead the willing. When it comes to making changes and following through, how willing is the school (Faculty, administration, Trustees)? 4. In what ways will the new Dean add value to our school? Let's face it, the hiring interview process is a process of seduction. Each party does its best to look good and be desired. Even the best-prepared search committee can get snookered by a slick candidate or fall in love with a personality. Secondary characteristics, inconsequential capacities (she's a good skier; he's an avid hiker; she knows Brad Pitt!), and "good feelings about" the candidate can tip the vote in favor of a safe, cool, or comfortable candidate. One question that can provide a corrective to bias is being clear about what value a particular candidate will bring to the school. What will the prospective dean bring to the institution that you need and which another cannot provide? 5. What was the President's relationship with the last dean? What will be the new relationship? While the search committee cannot take responsibility for the relationship between a president and dean---past or future---it is critical that the importance of the relationship be recognized. To a certain extend, a President's relationship to the dean will make or break the job. A common question during the search interviews with deans is about the triangulation between dean, president, and faculty. Typically, the question is couched in terms of "How strong an advocate will you be for the Faculty?" While insecure faculty members may wish to hear that will be the new dean's primary focus, a seasoned dean will likely take a different perspective. Certainly an effective dean will be supportive and a resource for the Faculty in its work of research and teaching. But deans are stewards of the institution, and not advocates of one group over others. At the end of the day the dean needs to ensure that decisions benefit the institution in order to benefit all. That stance inherently sets the dean up for dealing with perpetual internal competing interests and needs. To the point, "Making Faculty happy is not my job," may be the most honest response. Happy interviewing! There's a good dean out there for your school. Choose wisely.

When I was diagnosed with stage IV colon cancer, everything seemed to cave in on my body as questions narrowed: first, what to take out via surgery, then what to put in via chemotherapy and food, and eventually, to possible internal causes due to genetic flaws. Although everything and everyone seemed to be focused on my body, my thoughts were occupied with things outside of my body--from environmental carcinogens, to students, to writing deadlines. While much of the focus on trauma in the classroom has been on how to deal with traumatized students (links below), there has been less discussion of traumatized faculty, as if professors are somehow immune to the trauma students bring into the classroom. Yet, professors, like students, are embedded in environments that often cause trauma. How do we teach not only in the wake of the trauma of students, but also in the wake of our own traumas? Moreover, how can we shift individualistic narratives about trauma toward a cultural narrative, particularly in the context of the classroom? While we might idealistically like to keep personal trauma separate from the classroom, the realities of trauma tend to be messy. Trauma exceeds the boundaries we have worked so hard to establish. This is as true for professors as it is for students. To tell or not to tell When I was diagnosed, I was teaching two courses: one entirely online as part of the Council for Independent Colleges's Consortium for Online Humanities Instruction and one at a correctional institution using the inside-out model. I knew that I would not be able to continue shuttling students back and forth to a correctional institution following my surgery and that it was going to be difficult as I started chemo. My online students had grown accustomed to near-daily interactions in the spaces we had created for dialogue. My options, as I saw them, were to tell the students about the diagnosis, tell the students that I was sick, or not to tell the students anything. Regardless of the choice I made, my diagnosis would affect students and classroom dynamics. Do we invite students into our personal traumas or keep them out? What do we risk by putting students in proximity to personal trauma? What do we risk by trying to keep them out? What might students learn from watching their professors deal with illness or other personal traumas? Both classes had fewer than 20 students enrolled and I had formed connections with many of the students, so I weighed the options in this context and decided not to shield students from the details. I would be as honest as I could. Shifting the narrative One of the things that students might learn if we invite them into our personal traumas is how to shift the narrative of trauma from a narrative about individuals to a cultural one. In the case of my cancer, this means considering the "how did this happen question" without resorting to blaming my genetic line, the decisions of my parents, or my decisions about food and exercise. It is easy to like individualistic reasons for trauma. If you can figure out why I got colon cancer, you feel like you can protect yourself from this particular trauma by making better decisions. This is not unlike feeling that you can avoid rape by dressing modestly and not walking alone at night. While many have recognized the problem with responding to rape by calling on potential rape victims to change their habits, people with cancer continue to be advised to change their personal habits. Such advice shields the broader collective from having to make difficult decisions about the way we have organized our lives together, how that organization might be contributing to the rise in cancer, and the effects of a politics that marginalizes people with pre-existing conditions. Because my diagnosis coincided with the first-full scale attempt to dismantle the ACA, bringing my personal trauma into the classroom created space for students to see how collective decisions shape what might appear to be individual trauma. By naming trauma in the classroom, we invite students into the kinds of questions that can shift the narrative of blame from individuals who experience trauma toward systemic problems that reveal an economy willing to sacrifice some for the benefit of others. In shifting this narrative, students learn how to think about trauma as something that affects individuals, but often does not have individual causes. Trauma is often rooted in social decisions. Links: The Ethics of Trigger Warnings in the Classroom No Trigger Warnings in my class You Are Triggering Me!