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Scholarship March 29, 2017

Making Time, Making Change: Avoiding Overload in College Teaching

The Wabash Center

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Author
Robertson, Doublas Reimondo
Publisher
New Forums Press, Stillwater, OK
ISBN
1581070802
Table of Contents
Dedication
Acknowledgements
About the Author
Toward Dismounting the Dead Horse
Avoiding Overload as Boundary Management
Control/Flow Paradox
Background
Intended Audiences
Objectives
Overview
Part I: Making Time
Be Able to be Efficient in All Things
Related Overload Adaptation
Teaching Applications
Know Your ``Lines in the Sand'' and State Them Clearly, Early, and Often
Interact with Students with Intentional Time and Depth
Use Technological Tools in Course-Related Scholarship
Use Technological Tools to Check for Plagiarism
Use Robots to Score and Record Tests
Digitize Everything that You Can
Word Process Written Feedback
Use Group Feedback Thoughtfully
Remember that Perfect Is Not Beautiful
Do Not Permit Handwritten Student Work
Parse Your Time and Set Appropriate Expectations
Express Your Values in How You Use Your Time
Related Overload Adaptation
Teaching Applications
Identify the Major Areas of Your Life
Assign Times for Each Area
Identify the Major Areas of Your Faculty Work
Assign a Weight to Each Area
Do the Math
Keep Doing the Math
Use Discretion in Disclosing the Details
Don't Hoard Responsibility, Share It
Related Overload Adaptation
Teaching Applications
Employ NIFs
Students
Mastery Learning Programs
Outside Experts
Research Data Bases
Require Students to Download and Print Course Materials
Required Students to Monitor Their Own Completion of Course Assignments
Require Students to Prepare Their Own Study Guides
For Every Aspect of Your Teaching, Find a Time and Place Befitting it
Related Overload Adaptation Teaching Applications
Identify the Major Activities of Your Teaching Work
Allocate Time to Each Type of Work
Create a Place Befitting Each Activity
Be Able to Block Access to You
Leave the Office
Work at Home if You Can
Know Your Campus Options
Know Your Community Options
Be Short with Many So That You May be Long With a Few
Related Overload Adaptation
Teaching Applications
Frame Asynchronous Communication Tools as Your Personal Staff
Be Proud of Your Personal Staff
Do Not Provide Immediate Access to You except during ``Open Door'' Periods
Teach Your Students Your Communication System
Create a Time and Place to Process Asynchronous Communication
Interact Electronically in Correspondence with the Time Available
Stick to Your Knitting, Refer to Other Helpers When Possible
Related Overload Adaptation
Teaching Applications
Do Not Try to Be a Counselor
Do Not Take on Being a Composition Teacher
Do Not Attempt to Be the Computer Support Desk
Do Not Think that You Need to Be a Librarian
Become Familiar with Pertinent Campus and Community Resources
Have a Current Referral Sheet and Use It
Part II: Making Change
Competing Commitments and Change
Assumption Hunting
Step 1: State the Change Commitment
Commitment Task
Commitment Examples
Step 2: Discern What You Are Doing to Prevent the Change from Happening
Interference Examples
Step 3: Identify the Competing Commitment
Competing Commitment Task
Competing Commitment Examples
Step 4: Discover the Big Assumption Behind the Competing Commitment
Big Assumption Task
Big Assumption Examples
Assumption Testing
Step 1: Observe Yourself in Relation to Your Big Assumption
Observation Task
Observation Example
Step 2: Search for Evidence that Undermines Your Big Assumption
Countervailing Evidence Task
Countervailing Evidence Example
Step 3: Construct a Biography of Your Big Assumption
Big Assumption Biography Task
Big Assumption Biography Example
Step 4: Conduct Mini-Experiments that Test Your Big Assumption
Mini-Experiment Task
Mini-Experiment Example
Networks and Change
Networks
Home Department
Step 1: List All of Your Colleagues in Your Department
Home Institution
Step 2: List All of the Members of Work Groups at Your Institution with Whom You Feel that You Meet Frequently, besides Your Department
Step 3: List Any Other Colleagues at Your Institution with Whom You Feel You Have a Relationship
Outside Professional Communities
Step 4: List All of Your Colleagues Outside of Your Institution with Whom You Feel You Have a Relationship
Sex and Number
Step 5: Beginning with Your Home Department List, then Home Institution List, and Finally Outside Professional Communities List, Designate the Sex of the Person and Enumerate the Relationship
Mattering
Step 6: For Each Relationship in General, Indicate How Much What that Person Thinks, Feels, or Does Matters to You
Mapping
Step 7: Sector by Sector (Department, Institution, Communities), Place Each Relationship on the Network Map in the Ring that Corresponds with How Much that Relationship Matters to You
Change
Desired Change
Step 8: Identify the Desired Change(s) in Your Professional Practice
Force Field Analysis
Step 9: For Each Relationship in General, Indicate whether You Think that if the Person Knew about Your Desired Change in Your Professional Practice that Person Would Support or Resist Your Making It
Force Field Mapping
Step 10: For Each Relationship, Place the Appropriate Support or Resistance Symbol (+, -, +/-, or blank) next to the Person's Numbered Circle or Square on the Network Map
Observing
Step 11: Examine Your Map and Take Note of Whatever Stands Out to You as important
Change Strategies
Step 12: Determine Strategies for Increasing the Support in Your Networks and Decreasing the Resistance, Particularly in Your Inner Circles
Bless Its Heart
References
Index
Lack of time may be the single most commonly experienced problem among American faculty. It is fair to say that the overwhelming majority of the roughly 400,000 full time faculty in American colleges and universities feel overloaded in their teaching lives; they perceive that they do not have time to do their basic faculty duties properly; and they believe that overload goes with the job. We complain yet we do not reflect on and evaluate our paradigms for how we use our time. Perhaps a pernicious norm has evolved: anyone not complaining about being overwhelmed is suspect. We act as if we have no choice. Einstein once remarked, "Insanity is doing the same thing over and over again and expecting different results." A Lakota Sioux saying puts the idea in concrete terms, "When your horse is dead, the proper strategy is to dismount." When it comes to avoiding overload, many of us sit on our dead horses kicking them in the sides over and over again, insanely, wondering why we don't get anywhere. However, we do have choices about how we use our time. Einstein suggested a way to discover our choices when he further observed, "Problems cannot be solved at the same level of awareness that created them." Essentially, that is the objective of this book: to elevate our awareness of how we use our time and how we might improve that use of time. We need to shift our perspective on using time from subject (a perspective from which we act naively) to object (a perspective on which we act intentionally). The tool that we will use to stimulate this shift in awareness comes from a vintage analysis of systems theory and research and focuses on managing the boundaries of our teaching selves better. In Making Time, Making Change, author Douglas Reimondo Robertson leads you on the road to a more rewarding, and less harried, teaching life! (From the Publisher)