Using cooperative learning groups effectively. Vanderbilt University Center for Teaching. Retrieved [todaysdate] from http://cft.vanderbilt.edu/guides-sub-pages/setting-up-and-facilitating-group-work-using-cooperative-learning-groups-effectively/.
Many instructors from disciplines across the university use group work to enhance their students’ learning. Whether the goal is to increase student understanding of content, to build particular transferable skills, or some combination of the two, instructors often turn to small group work to capitalize on the benefits of peer-to-peer instruction. This type of group work is formally termed cooperative learning, and is defined as the instructional use of small groups to promote students working together to maximize their own and each other’s learning (Johnson, et al., 2008).
Cooperative learning is characterized by positive interdependence, where students perceive that better performance by individuals produces better performance by the entire group (Johnson, et al., 2014). It can be formal or informal, but often involves specific instructor intervention to maximize student interaction and learning. It is infinitely adaptable, working in small and large classes and across disciplines, and can be one of the most effective teaching approaches available to college instructors.
What’s the theoretical underpinning, is there evidence that it works.
Informal cooperative learning groups In informal cooperative learning, small, temporary, ad-hoc groups of two to four students work together for brief periods in a class, typically up to one class period, to answer questions or respond to prompts posed by the instructor.
Think-pair-share
The instructor asks a discussion question. Students are instructed to think or write about an answer to the question before turning to a peer to discuss their responses. Groups then share their responses with the class.
Peer Instruction
This modification of the think-pair-share involves personal responses devices (e.g. clickers). The question posted is typically a conceptually based multiple-choice question. Students think about their answer and vote on a response before turning to a neighbor to discuss. Students can change their answers after discussion, and “sharing” is accomplished by the instructor revealing the graph of student response and using this as a stimulus for large class discussion. This approach is particularly well-adapted for large classes.
In this approach, groups of students work in a team of four to become experts on one segment of new material, while other “expert teams” in the class work on other segments of new material. The class then rearranges, forming new groups that have one member from each expert team. The members of the new team then take turns teaching each other the material on which they are experts.
Formal cooperative learning groups
In formal cooperative learning students work together for one or more class periods to complete a joint task or assignment (Johnson et al., 2014). There are several features that can help these groups work well:
This video shows an example of formal cooperative learning groups in David Matthes’ class at the University of Minnesota:
There are many more specific types of group work that fall under the general descriptions given here, including team-based learning , problem-based learning , and process-oriented guided inquiry learning .
The use of cooperative learning groups in instruction is based on the principle of constructivism, with particular attention to the contribution that social interaction can make. In essence, constructivism rests on the idea that individuals learn through building their own knowledge, connecting new ideas and experiences to existing knowledge and experiences to form new or enhanced understanding (Bransford, et al., 1999). The consideration of the role that groups can play in this process is based in social interdependence theory, which grew out of Kurt Koffka’s and Kurt Lewin’s identification of groups as dynamic entities that could exhibit varied interdependence among members, with group members motivated to achieve common goals. Morton Deutsch conceptualized varied types of interdependence, with positive correlation among group members’ goal achievements promoting cooperation.
Lev Vygotsky extended this work by examining the relationship between cognitive processes and social activities, developing the sociocultural theory of development. The sociocultural theory of development suggests that learning takes place when students solve problems beyond their current developmental level with the support of their instructor or their peers. Thus both the idea of a zone of proximal development, supported by positive group interdependence, is the basis of cooperative learning (Davidson and Major, 2014; Johnson, et al., 2014).
Cooperative learning follows this idea as groups work together to learn or solve a problem, with each individual responsible for understanding all aspects. The small groups are essential to this process because students are able to both be heard and to hear their peers, while in a traditional classroom setting students may spend more time listening to what the instructor says.
Cooperative learning uses both goal interdependence and resource interdependence to ensure interaction and communication among group members. Changing the role of the instructor from lecturing to facilitating the groups helps foster this social environment for students to learn through interaction.
David Johnson, Roger Johnson, and Karl Smith performed a meta-analysis of 168 studies comparing cooperative learning to competitive learning and individualistic learning in college students (Johnson et al., 2006). They found that cooperative learning produced greater academic achievement than both competitive learning and individualistic learning across the studies, exhibiting a mean weighted effect size of 0.54 when comparing cooperation and competition and 0.51 when comparing cooperation and individualistic learning. In essence, these results indicate that cooperative learning increases student academic performance by approximately one-half of a standard deviation when compared to non-cooperative learning models, an effect that is considered moderate. Importantly, the academic achievement measures were defined in each study, and ranged from lower-level cognitive tasks (e.g., knowledge acquisition and retention) to higher level cognitive activity (e.g., creative problem solving), and from verbal tasks to mathematical tasks to procedural tasks. The meta-analysis also showed substantial effects on other metrics, including self-esteem and positive attitudes about learning. George Kuh and colleagues also conclude that cooperative group learning promotes student engagement and academic performance (Kuh et al., 2007).
Springer, Stanne, and Donovan (1999) confirmed these results in their meta-analysis of 39 studies in university STEM classrooms. They found that students who participated in various types of small-group learning, ranging from extended formal interactions to brief informal interactions, had greater academic achievement, exhibited more favorable attitudes towards learning, and had increased persistence through STEM courses than students who did not participate in STEM small-group learning.
The box below summarizes three individual studies examining the effects of cooperative learning groups.
Preparation
Articulate your goals for the group work, including both the academic objectives you want the students to achieve and the social skills you want them to develop.
Determine the group conformation that will help meet your goals.
Choose an assessment method that will promote positive group interdependence as well as individual accountability.
Helping groups get started
Explain the group’s task, including your goals for their academic achievement and social interaction.
Explain how the task involves both positive interdependence and individual accountability, and how you will be assessing each.
Assign group roles or give groups prompts to help them articulate effective ways for interaction. The University of New South Wales provides a valuable set of tools to help groups establish good practices when first meeting. The site also provides some exercises for building group dynamics; these may be particularly valuable for groups that will be working on larger projects.
Monitoring group work
Regularly observe group interactions and progress , either by circulating during group work, collecting in-process documents, or both. When you observe problems, intervene to help students move forward on the task and work together effectively. The University of New South Wales provides handouts that instructors can use to promote effective group interactions, such as a handout to help students listen reflectively or give constructive feedback , or to help groups identify particular problems that they may be encountering.
Assessing and reflecting
In addition to providing feedback on group and individual performance (link to preparation section above), it is also useful to provide a structure for groups to reflect on what worked well in their group and what could be improved. Graham Gibbs (1994) suggests using the checklists shown below.
The University of New South Wales provides other reflective activities that may help students identify effective group practices and avoid ineffective practices in future cooperative learning experiences.
Bransford, J.D., Brown, A.L., and Cocking, R.R. (Eds.) (1999). How people learn: Brain, mind, experience, and school . Washington, D.C.: National Academy Press.
Bruffee, K. A. (1993). Collaborative learning: Higher education, interdependence, and the authority of knowledge. Baltimore, MD: Johns Hopkins University Press.
Cabrera, A. F., Crissman, J. L., Bernal, E. M., Nora, A., Terenzini, P. T., & Pascarella, E. T. (2002). Collaborative learning: Its impact on college students’ development and diversity. Journal of College Student Development, 43 (1), 20-34.
Davidson, N., & Major, C. H. (2014). Boundary crossing: Cooperative learning, collaborative learning, and problem-based learning. Journal on Excellence in College Teaching, 25 (3&4), 7-55.
Dees, R. L. (1991). The role of cooperative leaning in increasing problem-solving ability in a college remedial course. Journal for Research in Mathematics Education, 22 (5), 409-21.
Gokhale, A. A. (1995). Collaborative Learning enhances critical thinking. Journal of Technology Education, 7 (1).
Heller, P., and Hollabaugh, M. (1992) Teaching problem solving through cooperative grouping. Part 2: Designing problems and structuring groups. American Journal of Physics 60, 637-644.
Johnson, D.W., Johnson, R.T., and Smith, K.A. (2006). Active learning: Cooperation in the university classroom (3 rd edition). Edina, MN: Interaction.
Johnson, D.W., Johnson, R.T., and Holubec, E.J. (2008). Cooperation in the classroom (8 th edition). Edina, MN: Interaction.
Johnson, D.W., Johnson, R.T., and Smith, K.A. (2014). Cooperative learning: Improving university instruction by basing practice on validated theory. Journl on Excellence in College Teaching 25, 85-118.
Jones, D. J., & Brickner, D. (1996). Implementation of cooperative learning in a large-enrollment basic mechanics course. American Society for Engineering Education Annual Conference Proceedings.
Kuh, G.D., Kinzie, J., Buckley, J., Bridges, B., and Hayek, J.C. (2007). Piecing together the student success puzzle: Research, propositions, and recommendations (ASHE Higher Education Report, No. 32). San Francisco, CA: Jossey-Bass.
Love, A. G., Dietrich, A., Fitzgerald, J., & Gordon, D. (2014). Integrating collaborative learning inside and outside the classroom. Journal on Excellence in College Teaching, 25 (3&4), 177-196.
Smith, M. E., Hinckley, C. C., & Volk, G. L. (1991). Cooperative learning in the undergraduate laboratory. Journal of Chemical Education 68 (5), 413-415.
Springer, L., Stanne, M. E., & Donovan, S. S. (1999). Effects of small-group learning on undergraduates in science, mathematics, engineering, and technology: A meta-analysis. Review of Educational Research, 96 (1), 21-51.
Uribe, D., Klein, J. D., & Sullivan, H. (2003). The effect of computer-mediated collaborative learning on solving ill-defined problems. Educational Technology Research and Development, 51 (1), 5-19.
Vygotsky, L. S. (1962). Thought and Language. Cambridge, MA: MIT Press.
Vygotsky, L. S. (1978). Mind in society. Cambridge, MA: Harvard University Press.
Resource library.
Problem-based learning (PBL) is a student-centered approach in which students learn about a subject by working in groups to solve an open-ended problem. This problem is what drives the motivation and the learning.
Nilson (2010) lists the following learning outcomes that are associated with PBL. A well-designed PBL project provides students with the opportunity to develop skills related to:
Rather than teaching relevant material and subsequently having students apply the knowledge to solve problems, the problem is presented first. PBL assignments can be short, or they can be more involved and take a whole semester. PBL is often group-oriented, so it is beneficial to set aside classroom time to prepare students to work in groups and to allow them to engage in their PBL project.
Students generally must:
Nilson, L. B. (2010). Teaching at its best: A research-based resource for college instructors (2nd ed.). San Francisco, CA: Jossey-Bass.
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Learning objective.
No matter who you are or where you live, problems are an inevitable part of life. This is true for groups as well as for individuals. Some groups—especially work teams—are formed specifically to solve problems. Other groups encounter problems for a wide variety of reasons. Within a family group, a problem might be that a daughter or son wants to get married and the parents do not approve of the marriage partner. In a work group, a problem might be that some workers are putting in more effort than others, yet achieving poorer results. Regardless of the problem, having the resources of a group can be an advantage, as different people can contribute different ideas for how to reach a satisfactory solution.
Once a group encounters a problem, the questions that come up range from “Where do we start?” to “How do we solve it?” While there are many ways to approach a problem, the American educational philosopher John Dewey’s reflective thinking sequence has stood the test of time. This seven step process Adler, R. (1996). Communicating at work: principles and practices for business and the professions. Boston, MA: McGraw-Hill. has produced positive results and serves as a handy organizational structure. If you are member of a group that needs to solve a problem and don’t know where to start, consider these seven simple steps McLean, S. (2005). The basics of interpersonal communication. Boston, MA: Allyn & Bacon. :
Let’s discuss each step in detail.
If you don’t know what the problem is, how can you know you’ve solved it? Defining the problem allows the group to set boundaries of what the problem is and what it is not; and begin to formalize a description or definition of the scope, size, or extent of the challenge the group will address. A problem that is too broadly defined can overwhelm the group. If the problem is too narrowly defined, important information will be missed or ignored.
In the following example, we have a web-based company called Favorites which needs to increase its customer base and ultimately sales. A problem-solving group has been formed, and they start by formulating a working definition of the problem.
Now the group analyzes the problem, trying to gather information and learn more. The problem is complex and requires more than one area of expertise. Why do non-edible products continue selling well? What is it about the edibles that is turning customers off? Let’s meet our problem-solvers at Favorites.
Kevin is responsible for customer resource management. He is involved with the customer from the point of initial contact through purchase and delivery. Most of the interface is automated in the form of an online “basket model,” where photographs and product descriptions are accompanied by “Buy It” buttons. He is available during normal working business hours for live chat and voice interface if needed, and customers are invited to request additional information. Most Favorites customers do not access this service, but Kevin is kept quite busy, as he also handles returns and complaints. Because Kevin believes that superior service retains customers while attracting new ones, he is always interested in better ways to serve the customer. Looking at edibles and non-edibles, he will study the cycle of customer service and see if there are any common points, from the main webpage through the catalog to the purchase process to returns, at which customers abandon the sale. He has existing customer feedback loops with end-of-sale surveys, but most customers decline to take the survey and there is currently no incentive to participate.
Mariah is responsible for products and purchasing. She wants to offer the best products at the lowest price, and to offer new products that are unusual, rare, or exotic. She regularly adds new products to the Favorites catalog and culls underperformers. Right now she has the data on every product and its sales history, but it is a challenge to represent it. She will analyze current sales data and produce a report that specifically identifies how each product, edible and non-edible, is performing. She wants to highlight “winners” and “losers” but also recognizes that today’s “losers” may be the hit of tomorrow. It is hard to predict constantly changing tastes and preferences, but that is part of her job. It’s not all science, and it’s not all art. She has to have an eye for what will catch on tomorrow while continuing to provide what is hot today.
Suri is responsible for data management at Favorites. She gathers, analyzes, and presents information gathered from the supply chain, sales, and marketing. She works with vendors to make sure products are available when needed, makes sales predictions based on past sales history, and assesses the effectiveness of marketing campaigns.
The problem-solving group members already have certain information on hand. They know that customer retention is one contributing factor. Attracting new customers is a constant goal, but they are aware of the well-known principle that it takes more effort to attract new customers than to keep existing ones. Thus, it is important to ensure a quality customer service experience for existing customers and encourage them to refer friends. The group needs to determine how to promote this favorable customer behavior.
Another contributing factor seems to be that customers often abandon the shopping cart before completing a purchase, especially when purchasing edibles. The group members need to learn more about why this is happening.
Establishing the criteria for a solution is the next step. At this point, information is coming in from diverse perspectives, and each group member has contributed information from their perspective, even though there may be several points of overlap.
Kevin: Customers who complete the post-sale survey indicate that they want to know 1) what is the estimated time of delivery, 2) why a specific item was not in stock and when it will be, and 3) why their order sometimes arrives with less than a complete order, with some items back-ordered, without prior notification.
He notes that a very small percentage of customers complete the post-sale survey, and the results are far from scientific. He also notes that it appears the interface is not capable of cross-checking inventory to provide immediate information concerning back orders, so that the customer “buys it” only to learn several days later that it was not in stock. This seems to be especially problematic for edible products, because people may tend to order them for special occasions like birthdays and anniversaries. But we don’t really know this for sure because of the low participation in the post-sale survey.
Mariah: There are four edible products that frequently sell out. So far, we haven’t been able to boost the appeal of other edibles so that people would order them as a second choice when these sales leaders aren’t available. We also have several rare, exotic products that are slow movers. They have potential, but currently are underperformers.
Suri: We know from a zip code analysis that most of our customers are from a few specific geographic areas associated with above-average incomes. We have very few credit cards declined, and the average sale is over $100. Shipping costs represent on average 8% of the total sales cost. We do not have sufficient information to produce a customer profile. There is no specific point in the purchase process where basket abandonment tends to happen; it happens fairly uniformly at all steps.
The group has listened to each other and now starts to brainstorm ways to address the challenges they have identified while focusing resources on those solutions that are more likely to produce results.
Kevin: Is it possible for our programmers to create a cross-index feature, linking the product desired with a report of how many are in stock? I’d like the customer to know right away whether it is in stock, or how long they may have to wait. As another idea, is it possible to add incentives to the purchase cycle that won’t negatively impact our overall profit? I’m thinking a small volume discount on multiple items, or perhaps free shipping over a specific dollar amount.
Mariah: I recommend we hold a focus group where customers can sample our edible products and tell us what they like best and why. When the best sellers are sold out, could we offer a discount on related products to provide an instant alternative? We might also cull the underperforming products with a liquidation sale to generate interest.
Suri: If we want to know more about our customers, we need to give them an incentive to complete the post-sale survey. How about a five percent off coupon code for the next purchase, to get them to return and to help us better identify our customer base? We may also want to build in a customer referral rewards program, but it all takes better data in to get results out. We should also explore the supply side of the business and see if we can get a more reliable supply of the leading products, and try to get more advantageous discounts from our suppliers, especially in the edible category.
Kevin, Mariah, and Suri may want to implement all of the solution strategies, but they do not have the resources to do them all. They’ll complete a cost/benefit analysis , which ranks each solution according to its probable impact. The analysis is shown in Table 11.1 “Cost/Benefit Analysis”.
Table 11.1 Cost/Benefit Analysis
Source | Proposed Solution | Cost | Benefit | Comment |
---|---|---|---|---|
Kevin | Integrate the cross-index feature | High | High | Many of our competitors already have this feature |
Kevin | Volume discount | Low | Medium | May increase sales slightly |
Kevin | Free shipping | Low | Low | This has a downside in making customers more aware of shipping costs if their order doesn’t qualify for free shipping |
Mariah | Hold a focus group to taste edible products | High | Medium | Difficult to select participants representative of our customer base |
Mariah | Search for alternative products to high performers | Medium | Medium | We can’t know for sure which products customers will like best |
Mariah | Liquidate underperformers | Low | Low | Might create a “bargain basement” impression inconsistent with our brand |
Suri | Incentive for post-sale survey completion | Low | Medium | Make sure the incentive process is easy for the customer |
Suri | Incentive for customer referrals | Low | Medium | People may feel uncomfortable referring friends if it is seen as putting them in a marketing role |
Suri | Find a more reliable supply of top-selling edibles | Medium | High | We already know customers want these products |
Suri | Negotiate better discounts from vendors | Low | High | If we can do this without alienating our best vendors, it will be a win-win |
Now that the options have been presented with their costs and benefits, it is easier for the group to decide which courses of action are likely to yield the best outcomes. The analysis helps the group members to see beyond the immediate cost of implementing a given solution. For example, Kevin’s suggestion of offering free shipping won’t cost Favorites much money, but it also may not pay off in customer goodwill. And even though Mariah’s suggestion of having a focus group might sound like a good idea, it will be expensive and its benefits are questionable.
A careful reading of the analysis indicates that Kevin’s best suggestion is to integrate the cross-index feature in the ordering process so that customers can know immediately whether an item is in stock or on back order. Of Mariah’s suggestions, searching for alternative products is probably the most likely to benefit Favorites. And Suri’s two supply-side suggestions are likely to result in positive outcomes.
Kevin is faced with the challenge of designing the computer interface without incurring unacceptable costs. He strongly believes that the interface will pay for itself within the first year—or, to put if more bluntly, that Favorites’ declining sales will get worse if the website does not soon have this feature. He asks to meet with top management to get budget approval and secures their agreement, on one condition: He must negotiate a compensation schedule with the Information Technology consultants that includes delayed compensation in the form of bonuses after the feature has been up and running successfully for six months.
Mariah knows that searching for alternative products is a never-ending process, but it takes time and the company needs results. She decides to invest time evaluating products that competing companies currently offer, especially in the edible category, on the theory that customers who find their desired items sold out on the Favorites website may have been buying alternative products elsewhere instead of choosing an alternative from Favorites’ product lines.
Suri decides to approach the vendors of the four frequently sold-out products and ask point blank: “What would it take to get you to produce these items more reliably in greater quantities?” By opening the channel of communication with these vendors, she is able to motivate them to make modifications that will improve the reliability and quantity. She also approaches the vendors of the less popular products with a request for better discounts in return for cooperation in developing and test-marketing new products.
Kevin: After several beta tests, the cross-index feature was implemented and has been in place for 30 days. Now customers see either “In stock” or “Available [mo/da/yr]” in the shopping basket. As expected, Kevin notes a decrease in the number of chat and phone inquiries to the effect of, “Will this item arrive before my wife’s birthday?” However, he notes an increase in inquiries asking “Why isn’t this item in stock?” It is difficult to tell whether customer satisfaction is higher overall.
Mariah: In exploring the merchandise available from competing merchants, she got several ideas for modifying Favorites’ product line to offer more flavors and other variations on popular edibles. Working with vendors, she found that these modifications cost very little. Within the first 30 days of adding these items to the product line, sales are up. Mariah believes these additions also serve to enhance the Favorites brand identity, but she has no data to back this up.
Suri: So far, the vendors supplying the four top-selling edibles have fulfilled their promise of increasing quantity and reliability. However, three of the four items have still sold out, raising the question of whether Favorites needs to bring in one or more additional vendors to produce these items. Of the vendors with which Favorites asked to negotiate better discounts, some refused, and two of these were “stolen” by a competing merchant so that they no longer sell to Favorites. In addition, one of the vendors that agreed to give a better discount was unexpectedly forced to cease operations for several weeks because of a fire.
This scenario allows us to see the problem may have many dimensions, and may have several solutions, but resources can be limited and not every solution is successful. Even though the problem is not immediately resolved, the group problem-solving pattern serves as a useful guide through the problem-solving process.
Learning objectives.
Life is the sum of all your choices.
Albert Camus
Simply put, decision-making is the process of choosing among options and arriving at a position, judgment, or action. It usually answers a “wh-” question—i.e., what, who, where, or when?—or perhaps a “how” question.
A group may, of course, make a decision in order to solve a problem. For instance, a group of students might discover halfway through a project that some of its members are failing to contribute to the required work. They might then decide to develop a written timeline and a set of deadlines for itself if it believes that action will lead them out of their difficulty.
Not every group decision, however, will be in response to a problem. Many decisions relate to routine logistical matters such as when and where to schedule an event or how to reach someone who wasn’t able to make it to a meeting. Thus, decision-making differs from problem-solving.
Any decision-making in a group, even about routine topics, is significant. Why? Because decision-making, like problem-solving, results in a change in a group’s status, posture, or stature. Such change, in turn, requires energy and attention on the part of a group in order for the group to progress easily into a new reality. Things will be different in the group once a problem has been solved or a decision has been reached, and group members will need to adjust.
Research does indicate that groups generate more ideas and make more accurate decisions on matters for which a known preferred solution exists, but they also operate more slowly than individuals. Hoy, W.K., & Miskel, C.G. (1982). Educational administration: Theory, research, and practice (2nd ed.). New York: Random House. Under time pressure and other constraints, some group leaders exercise their power to make a decision unilaterally —alone—because they’re willing to sacrifice a degree of accuracy for the sake of speed. Sometimes this behavior turns out to be wise; sometimes it doesn’t.
Assuming that a group determines that it must reach a decision together on some matter, rather than deferring to the will of a single person, it can proceed according to several methods. Parker and Hoffman Parker, G., & Hoffman, R. (2006). Meeting excellence: 33 tools to lead meetings that get results. San Francisco: Jossey-Bass. , along with Hartley and Dawson Hartley, P., & Dawson, M. (2010). Success in groupwork. New York: St. Martin’s Press. , place decision-making procedures in several categories. Here is a synthesis of their views of how decision-making can take place:
A group may conduct a discussion in which members express views and identify alternatives but then reach no decision and take no action. When people go their own ways after such a “ plop ,” things sometimes take care of themselves, and the lack of a decision causes no difficulties. On the other hand, if a group ignores or postpones a decision which really needs attention, its members may confront tougher decisions later—some of which may deal with problems brought about by not addressing a topic when it was at an early stage.
Delegation to an expert.
A group may not be ready to make a decision at a given time, either because it lacks sufficient information or is experiencing unresolved conflict among members with differing views. In such a situation, the group may not want to simply drop the matter and move on. Instead, it may turn to one of its members who everyone feels has the expertise to choose wisely among the alternatives that the group is considering. The group can either ask the expert to come back later with a final proposal or simply allow the person to make the decision alone after having gathered whatever further information he or she feels is necessary.
Group members may shift their individual stances regarding a question by “splitting the difference” to reach a “middle ground.” This technique tends to work most easily if numbers are involved. For instance, a group trying to decide how much money to spend on a gift for a departing member might ask everyone for a preferred amount and agree to spend whatever is computed by averaging those amounts.
If you need to be quick and definitive in making a decision, voting is probably the best method. Everyone in mainstream American society is familiar with the process, for one thing, and its outcome is inherently clear and obvious. A majority vote requires that more than half of a group’s members vote for a proposal, whereas a proposal subject to a two-thirds vote will not pass unless twice as many members show support as those who oppose it.
Voting is essentially a win/lose activity. You can probably remember a time when you or someone else in a group composed part of a strong and passionate minority whose desires were thwarted because of the results of a vote. How much commitment did you feel to support the results of that vote?
Voting does offer a quick and simple way to reach decisions, but it works better in some situations than in others. If the members of a group see no other way to overcome a deadlock, for instance, voting may make sense. Likewise, very large groups and those facing serious time constraints may see advantages to voting. Finally, the efficiency of voting is appealing when it comes to making routine or noncontroversial decisions that need only to be officially approved.
In consensus decision-making, group members reach a resolution which all of the members can support as being acceptable as a means of accomplishing some mutual goal even though it may not be the preferred choice for everyone. In common use, “consensus” can range in meaning from unanimity to a simple majority vote. In public policy facilitation and multilateral international negotiations, however, the term refers to a general agreement reached after discussions and consultations, usually without voting. “consensus”. (2002). In Dictionary of Conflict Resolution, Wiley . Retrieved from http://www.credoreference.com/
Consensus should not be confused with unanimity , which means only that no one has explicitly stated objections to a proposal or decision. Although unanimity can certainly convey an accurate perspective of a group’s views at times, groupthink also often leads to unanimous decisions. Therefore, it’s probably wise to be cautious when a group of diverse people seems to have formed a totally unified block with respect to choices among controversial alternatives.
When a consensus decision is reached through full interchange of views and is then adopted in good faith by all parties to a discussion, it can energize and motivate a group. Besides avoiding the win/lose elements intrinsic to voting, it converts each member’s investment in a decision into a stake in preserving and promoting the decision after it has been agreed upon.
How can a group actually go about working toward consensus? Here are some guidelines for the process:
First, be sure everyone knows the definition of consensus and is comfortable with observing them. For many group members, this may mean suspending judgment and trying something they’ve never done before. Remind people that consensus requires a joint dedication to moving forward toward improvement in and by the group.
Second, endeavor to solicit participation by every member of the group. Even the naturally quietest person should be actively “polled” from time to time for his or her perspectives. In fact, it’s a good idea to take special pains to ask for varied viewpoints when discussion seems to be stalled or contentious.
Third, listen honestly and openly to each group member’s viewpoints. Attempt to seek and gather information from others. Do your best to subdue your emotions and your tendency to judge and evaluate.
Fourth, be patient. To reach consensus often takes much more time than voting would. A premature “agreement” reached because people give in to speed things up or avoid conflict is likely later to weaken or fall apart.
Fifth, always look for mutually acceptable ways to make it through challenging circumstances. Don’t resort to chance mechanisms like flipping a coin, and don’t trade decisions arbitrarily just so that things come out equally for people who remain committed to opposing views.
Sixth, resolve gridlock earnestly. Stop and ask, “Have we really identified every possible feasible way that our group might act?” If members of a group simply can’t agree on one alternative, see if they can all find and accept a next-best option. Then be sure to request an explicit statement from them that they are prepared to genuinely commit themselves to that option.
One variation on consensus decision-making calls upon a group’s leader to ask its members, before initiating a discussion, to agree to a deadline and a “safety valve.” The deadline would be a time by which everyone in the group feels they need to have reached a decision. The “safety valve” would be a statement that any member can veto the will of the rest of the group to act in a certain way, but only if he or she takes responsibility for moving the group forward in some other positive direction.
Although consensus entails full participation and assent within a group, it usually can’t be reached without guidance from a leader. One college president we knew was a master at escorting his executive team to consensus. Without coercing or rushing them, he would regularly involve them all in discussions and lead their conversations to a point at which everyone was nodding in agreement, or at least conveying acceptance of a decision. Rather than leaving things at that point, however, the president would generally say, “We seem to have reached a decision to do XYZ. Is there anyone who objects?” Once people had this last opportunity to add further comments of their own, the group could move forward with a sense that it had a common vision in mind.
Consensus decision-making is easiest within groups whose members know and respect each other, whose authority is more or less evenly distributed, and whose basic values are shared. Some charitable and religious groups meet these conditions and have long been able to use consensus decision-making as a matter of principle. The Religious Society of Friends, or Quakers, began using consensus as early as the 17 th century. Its affiliated international service agency, the American Friends Service Committee, employs the same approach. The Mennonite Church has also long made use of consensus decision-making.
People in the business world often need to make decisions in groups composed of their associates and employees. Take the case of a hypothetical businessperson, Kerry Cash.
Kerry owns and manages Wenatcheese, a shop which sells gourmet local and imported cheese. Since opening five years ago, the business has overcome the challenge of establishing itself and has built a solid clientele. Sales have tripled. Two full-time and four part-time employees—all productive, reliable, and customer-friendly—have made the store run efficiently and bolstered its reputation.
Now, with Christmas and the New Year coming, Kerry wants to decide, “Shall I open another shop in the spring?” Because the year-end rush is on, there’s not a lot of time to weigh pros and cons.
As the diagram indicates, many managers in Kerry’s situation employ two means to make decisions like this: intuition and analysis. They’ll feel their gut instinct, analyze appropriate financial facts, or do a little bit of both.
Unfortunately, this kind of dualistic decision-making approach restricts an individual leader’s options. It doesn’t do justice to the complexity of the group environment. It also fails to fully exploit the power and relevance of other people’s knowledge.
Too much feeling may produce arbitrary outcomes. And, as the management theorist Peter Drucker observed, too much fact can create stagnation and “ analysis paralysis ”: “(A)n overload of information, that is, anything much beyond what is truly needed, leads to information blackout. It does not enrich, but impoverishes.” Drucker, P.F. (1993). The effective executive. New York: Harperbusiness.
Fortunately, a couple of authorities wrote an article in 1973 which can help members of groups assess and strengthen the quality of their decision-making Tannenbaum, R., & Schmidt, W. (1973, May-June). How to choose a leadership pattern. Harvard Business Review, 3–11. Robert Tannenbaum and Warren Schmidt were those authorities. Their article so appealed to American readers that more than one million reprints eventually sold.
Kerry Cash, wondering whether to open another Wenatcheese outlet, can refer to the Tannenbaum-Schmidt model in Table 11.2 “Tannenbaum-Schmidt Continuum” to identify a spectrum of ways to resolve the question:
Table 11.2 Tannenbaum-Schmidt Continuum
Autocratic | Democratic | Participative | ||||
---|---|---|---|---|---|---|
Manager makes decision and announces it | Manager sells decision | Manager presents ideas and invites questions | Manager presents tentative decisions subject to change | Manager presents problem, gets suggestions, and makes decision | Manager defines limits asks group to make decision | Manager permits subordinates to function within limits defined by superior |
Let’s take a look at the components of this continuum, from left to right. First, we have two autocratic options:
Next, three democratic options are available:
Finally, two participative kinds of approaches present themselves:
Of course, many decisions embody more complications and include more details than Kerry Cash’s. Some are related to people: Shall we bring more people into the group? If we do, how many should be full-fledged and how many should be temporary or provisional? Or do we need to reduce our number of members?
Other decisions depend on financial variables and constraints: Can we trust the economy enough to invest in new equipment? Do we have time to develop and promote any new ideas?
The Tannenbaum-Schmidt model doesn’t tell us how to choose between its own options. Tannenbaum and Schmidt, however, did offer some advice on this score. These are some topics they suggested that leaders address as they decide where to position themselves on the continuum:
Intel Corporation actually identifies in advance of its meetings the kind of decision-making that will be associated with each question or topic (( Matson, E. (1996, April-May)). The seven sins of deadly meetings. Fast company , 122. The four categories it uses resemble some of the components of the Tannenbaum/Schmidt model, as follows:
Once you’ve reached a decision, take a few steps back. Ask yourself, “Is it truly consistent with our group’s values, or was it perhaps simply a technocratic outcome: i.e., procedurally proper but devoid of empathy and human understanding? Throughout history, many a group’s decision reached “by the book” later caused dissension, disappointment, or even dissolution of the group itself.
Sisters, brothers, mothers, fathers, teachers—everybody starts to douse your imagination and creativity. At a young age it starts, and then all of a sudden you’re like a trunk going through an airport, covered in stickers. I think I have spent most of my life pulling off stickers.
Kim Basinger
Very few people do anything creative after the age of thirty-five. The reason is that very few people do anything creative before the age of thirty-five.
Joel Hildebrand
You can’t wait for inspiration. You have to go after it with a club.
Jack London
Human beings are naturally creative from an early age. Think of any four- or five-year-old child you’ve ever met, and you can verify this for yourself. Here are some examples from journals kept by one of the authors concerning his children’s development before age six:
I was reading Animal Farm the other day and mentioned that one of the “Seven Commandments” of the animals had to do with the beliefs that the beasts liked anything with four legs or wings. Amelia said, “Oh—then they like airplanes!”
Last night at dinner, Claire looked at the roll-top wooden bread storage compartment over the counter top in our kitchen and said, “That’s a garage door where food parks.”
When I was explaining that there are only four tastes which human tongues can detect—salty, sweet, sour, and bitter—Claire asked, “What about ‘yucky’?”
Last night on the way to folk-dancing, we started talking about vocabulary. For some reason, Amelia created a new word: “trampede.” According to her, a “trampede” is a centipede on a trampoline.
Solving problems and making decisions both work best if people in a group are creative; i.e., if they entertain new perspectives and generate new ideas. Can this be a simple matter of having the group’s leader tell people “Be creative,” though? Probably not. It’s like saying, “Don’t think of an elephant”: it’s apt to produce just the opposite effect of the command itself. Still, tools and techniques for encouraging creativity in a group do exist.
Arthur Koestler, a major intellectual and political force in Europe and the United States throughout most of the 20 th century, contended that all creativity comprises a process he called “ bisociation .” Koestler, A. (1964). The act of creation. New York: Macmillan. Koestler’s seminal book on this topic, titled The Act of Creation , put forth a theory that he believed accounted for people’s “Aha” reaction of scientific discovery, their “Ha-ha” reaction to jokes, and their “Ah” reaction of mystical or religious insight.
Above all, creativity creates new things—things that weren’t there before the creative act took place. In every kind of creative situation, according to Koestler, the result is produced by a meeting of lines of thought that bring together hitherto unconnected ideas and fuse them into something new. If the lines of thought concern devotional matters, mystical insight emerges, and when they concern more mundane matters the result is apt to be a joke. If they are scientific, the result is a scientific discovery.
The expression “to think outside the box” is often used to refer to creativity. Koestler’s view seems to be that creativity consists, instead, of linking existing but separate “boxes” together. One implication of his theory is that, to be creative, a person not only needs to depart from the status quo but also needs to be familiar and comfortable with a range of alternatives from a wide variety of fields. Koestler’s perspective would seem to be consistent with the association we often make between creativity on the one hand and intelligence and breadth of knowledge on the other.
At every crossroads on the path that leads to the future, tradition has placed 10,000 men to guard the past.
Maurice Maeterlinck
When you cannot make up your mind which of two evenly balanced courses of action you should take, choose the bolder.
William Joseph Slim
Groups generally comprise a mixture of people when it comes to openness to change. A small fraction of the members may position themselves at one end of the openness continuum or the other. Some of these people, called neophiles , will eagerly embrace almost anything novel. Others, known as neophobes , will invariably shun what’s new and prefer the security of what they know and have done in the past. The majority of people, however, probably don’t fit neatly into either of these categories. Instead, they may prefer to produce or experiment with new things under certain circumstances and resist them under others.
It’s rarely possible to provoke creativity on the part of an entire group all at once. You needn’t agree with Thomas Fuller’s aphorism that “a conservative believes nothing should be done for the first time” to realize that some people in groups will hold onto what they’re familiar with all the more stubbornly as others begin to waver and experiment with something new.
In regard to every problem that arises, there are counselors who say, “Do nothing” [and] other counselors who say, “Do everything”…I say to you: “Do something”; and when you have done something, if it works, do it some more; and if it does not work, then do something else.
Franklin Delano Roosevelt
One familiar technique that experts in the realm of creative thinking have long recommended is brainstorming . Alex Osborn, an advertising executive, began using the term in the mid-1950s and described the method in detail in his book Applied Imagination: Principles and Procedures of Creative Problem Solving . Osborn, A.F. (1963) Applied imagination: Principles and procedures of creative problem solving (3rd revised ed.). New York: Charles Scribner’s Sons.
One criterion of proper brainstorming is that it must begin with an unrestricted search for quantity and creativity rather than quality. It should actually solicit and reward craziness and zaniness, in other words.
A second criterion for good brainstorming is that it should encourage and praise “piggybacking” on ideas which have already emerged. A third is that brainstormers should avoid making any judgments until they’ve generated an extensive list of ideas.
Robert Sutton, a respected organizational consultant, published a book in 2002 called Weird Ideas That Work . Sutton, R. (2002). Weird ideas that work . New York: Free Press. Among other things, Sutton’s book paid tribute to brainstorming.
One of Sutton’s central contentions was that excellence arises from “a range of differences”—precisely what brainstorming aims to generate. To illustrate, Sutton declared that such prodigious geniuses as Shakespeare, Einstein, Mozart, Edison, and Picasso were first and foremost productive. In fact, he argued that these brilliant individuals didn’t succeed at a higher rate than anyone else; they just did more.
Mozart, for instance, started composing when he was seven years old and wrote at least 20 pieces of music per year from then until his death at the age of 35. Several of his compositions were routine or even dull, but many were sublime and some are unquestioned masterpieces.
Closer to home, Sutton noted that today’s toy business offers examples of the value of starting with lots of ideas and only then selecting quality ones. Skyline, an arm of California’s IDEO Corporation, employed just 10 staff members in 1998 but generated 4,000 ideas in that year for new toys.
According to Sutton, those 4,000 ideas boiled down to 230 possibilities worth examining through careful drawings or working prototypes. Of the 230 concepts, 12 were ultimately sold. In other words, the “yield” of saleable products came to only 3/10 of one per cent of the original ideas. Sutton quoted Skyline’s founder, Brendan Boyle, as saying, “You can’t get any good new ideas without having a lot of dumb, lousy, and crazy ones.”
Now let’s take a look at what two animals have to do with ideas in general, and with varied ways of being creative about ideas in specific. The two animals are the ostrich and the sea urchin.
The ostrich’s reproductive processes lies at one end of a continuum, the sea urchin’s at the other. Like the 350-pound mother which lays it, an ostrich egg is large, imposing, and tough. For 42 days after it’s laid, it grows until it weighs more than three pounds. It will then reliably crack open and release a baby ostrich. Unless something highly unexpected happens, its mother will tend it well, and that single baby ostrich will in turn grow up and become a mature ostrich.
A sea urchin differs in almost every respect from an ostrich. The whole animal takes up less space and weighs less than an ostrich egg, for one thing. It has no eyes. It hardly moves all its life. To propagate, an urchin spews a cloud of more than a million miniscule eggs into the ocean. The eggs disperse immediately into the tide pools and reef inlets populated by their spiny parents.
Some of the sea urchin eggs meet sea urchin sperm and combine to form tiny, transparent, free-floating embryos. Eggs remain viable for only 6–8 hours, however, so lots of them die before this happens. Of a one-million-egg cloud, those which are to have a chance of becoming embryos must do so within 48 hours. The odds aren’t good.
Then things thin out even more. A Stanford University publication points out that “the young embryo is totally at the mercy of the sea. There are many organisms that will consume the young sea urchin embryo and later the young sea urchin.” Brooders vs spawners. In other words, the overwhelming majority of sea urchin eggs die of loneliness or get eaten.
Biologists call animals like ostriches “brooders” because they create only a few offspring but take care of each one faithfully. Creatures such as sea urchins, which produce vast numbers of candidates for fertilization but don’t take care of them and lose most of them to predators, are called “spawners.” Brainstorming is clearly a “spawning” process rather than a “brooding” one.
Although it is meant to generate large quantities of ideas on which to base sound decision-making, brainstorming entails some same challenges. One group of researchers Stroebe, W., Diehl, M., & Abakoumkin, G. (1992). The illusion of group effectivity. Personality and Social Psychology Bulletin 18 (5): 643–650. identified three potential weakening factors inherent within brainstorming:
Remember the story that Pope John XXIII told about himself. He admitted, “It often happens that I wake at night and begin to think about a serious problem and decide I must tell the Pope about it. Then I wake up completely and remember that I am the Pope.”
Glenn van Ekeren
I’m extraordinarily patient provided I get my own way in the end.
Margaret Thatcher
You’ve probably experienced being part of groups that pleased and motivated you. One reason you experienced those positive feelings may have been that the groups planned and executed their tasks so smoothly that you were hardly aware the processes were taking place. In this section we’ll examine ways in which leaders can contribute to such pleasant, easy experiences.
Just as “facile” in English and “fácil” in Spanish mean “easy,” the word “facilitate” itself means “to make something easy” and “ group facilitation ” consists in easing a group’s growth and progress. Most student, community, and business groups are task-oriented, so we’ll consider here how they can most easily be guided toward accomplishing the tasks they set for themselves. Another section of this book deals specifically with the details of leading meetings, so for now we’ll consider broader questions and principles.
If you’re in a position to facilitate a group, you need to take that position seriously. Just as Pope John XXIII realized with respect to his authority and responsibility in the Catholic Church, it’s best to consider yourself the primary source of direction and the ultimate destination for questions in your group. With those concepts in mind, let’s consider five major guidelines you should probably follow in order to facilitate a group whose purposes include achieving tasks.
Know the group’s members. This means more than just identifying their names and recognizing their faces. If you hope to accomplish anything significant together, you need to be familiar with people’s opinions, their needs, their desires, and their personalities.
Perhaps one member of a group you’re leading is particularly time-conscious, another likes to make jokes, and a third prefers to see concepts represented visually. If you take these propensities into account and respond to them as much as possible, you can draw the best cooperative effort from each of the people.
You may want to keep track of who’s done what favors for whom within the group, too. Like it or not, many people operate at least from time to time on the principle that “I’ll scratch your back if you scratch mine.”
Weigh task and relationship considerations. The word “ equilibristic ” is sometimes applied to the actions of athletes and musicians. It refers to a capability to balance differing and sometimes conflicting forces so as to maintain continuous movement in a chosen direction.
Although almost any group has some work to do, and all groups comprise people whose welfare needs to be tended to, the effective facilitator realizes that it’s impossible to emphasize both those elements to the same degree all the time. If people are disgruntled or frustrated, they can’t contribute well to accomplishing a task. Likewise, if people are always contented with one another and their group but can’t focus on getting things done, the group will be unable to attain its objectives. To facilitate a group well, thus, requires that you be equilibristic.
Understand and anticipate prevalent features of human psychology. Keep in mind that everyone in a group will perceive what the facilitator does in light of his or her own circumstances and wishes.
Recall also that everyone possesses diverse and numerous capacities for self-justification and self-support. In their book Mistakes were made (but not by me) , Carol Tavris and Ellion Aronson referred to studies of married couples’ behavior. They indicated that when husbands and wives are asked what proportion of the housework they perform, the totals always exceed 100 percent by a large margin. Tavris, C., & Aronson, E. (2007). Mistakes were made (but not by me). Orlando, FL: Harcourt Tavris and Aronson also described the Museum of Tolerance in Los Angeles, which presents visitors with interactive exhibits portraying categories of people about whom many of us harbor negative preconceptions—including ethnic and racial minorities, obese individuals, people with disabilities, and so on. A video attempts to persuade visitors that they possess prejudices, after which two doors are offered as an exit. One is marked “Prejudiced” and the other is labeled “Unprejudiced.” The second door is locked, to make the point that all of us are indeed subject to prejudice.
Deal well with disruptions. The playwright Paddy Chayevsky wrote that “life is problems.” An effective group facilitator needs to anticipate and skillfully cope with problems as a part of life, whether they’re caused by other people’s behavior or by physical and logistical factors.
If you’re an adherent of Theory Y , you probably believe that people enjoy pursuing their goals energetically, in groups or individually. You also probably believe that people prefer to select times and places along the way to relax and recharge. Unfortunately, interruptions often arise in such a way as to make both these aims difficult to achieve. Think about all the unexpected academic, family, and work-related reasons why you and other students you know have found it challenging to “stay the course” toward your personal and collective goals.
A group’s facilitator, thus, needs to make sure that interruptions and disruptions don’t derail it. In fact, he or she might profit from actually celebrating these elements of life, as one Seattle office executive did. According to Dale Turner, the executive’s office had a sign on the wall reading “Don’t be irritated by interruptions. They are your reason for being.” Turner went on to quote the executive as saying “Happily, I have learned how to sit loose in the saddle of life, and I’m not usually disturbed by interruptions. I have made it a habit through the years to leave a stretch factor in my daily schedule. I start early and have tried not to so crowd my day with appointments that I have no time for the unexpected. I have not seen interruptions as an intrusion.” Turner, D. (1991, March 23). Slaves of habit—we lose when there’s no room for interruptions in our lives. Seattle Times . Retrieved from ProQuest Database.
Keep returning to the task. You’ve probably been part of a group in which the leader or facilitator had what might be called a divergent, rather than a convergent, personality. Perhaps that person had lots of good ideas but seemed to jump around from topic to topic and chore to chore so much that your head spun and you couldn’t keep track of what was going on. Maybe the person “missed the forest for the trees” because of dwelling excessively on minutia—small and insignificant details. Or perhaps each time you met with the group its facilitator led a discussion of something valuable and important, but every time it was a different thing.
The organizational theorist Anthony Jay wrote that it’s important for leaders to “look for problems through a telescope, not a microscope.” Jay, A. (1967). Management and Machiavelli: An inquiry into the politics of corporate life. New York: Bantam Books. He also contended that, as far as a leader is concerned, “other people can cope with the waves, it’s [the leader’s] job to watch the tide.” By these comments, Jay meant that the primary duty of a group facilitator is to maintain an unwavering focus on the group’s central tasks, whatever they may be.
The Dalai Lama has written, “Whether you are a spiritual leader or a leader in an organization, it is your job to inspire faith.” His Holiness the Dalai Lama & Muyzenberg, L. (2009). The leader’s way: The art of making the right decisions in our careers, our companies, and the world at large. New York: Broadway Books. Slogans, mottos, mission statements, quotations, logos, and written objectives can all contribute to a facilitator’s ability to inspire faith by maintaining a group’s focus and resolve to move in a common direction. Busy students and others in our society often need reminders like these to block out the competing stimuli surrounding them and focus their attention. Such mechanisms, however, should not be merely gimmicks, nor should they be used to promote blind faith in the group’s facilitator.
Another way to think of how a facilitator should keep bringing the group’s attention back to its tasks relates to the process of meditation. Practitioners of meditation know that people’s minds are naturally active and tend to move readily from subject to subject. When someone is meditating, they say, thoughts will naturally pop into his or her mind. The way to deal with this phenomenon is to regard the thoughts as clouds drifting across the sky. Rather than trying to banish them, the better approach is to allow them to pass by and dissipate, and then to return to serene contemplation. Rondon, N. (2006, Meditate. Current Health 2 (32), 20–23. Retrieved from ProQuest Database
Above all, a facilitator’s responsibility is to enable members of a group to function together as easily and happily as possible as they pursue their goals. When this happens, the group will achieve a high level of collaboration. In fact, it may rise beyond collaboration to achieve what the author and computer game designer Bernard DeKoven called “ coliberation .” In speaking about meetings, he had this to say: “Good meetings aren’t just about work. They’re about fun—keeping people charged up. It’s more than collaboration, it’s ‘coliberation’—people freeing each other up to think more creatively.” Matson, E. (1996, April-May). The seven sins of deadly meetings. Fast Company , 122.
In this chapter we have explored problem-solving in groups. We have identified steps which groups can use to attack and solve problems, as well as several methods of reaching decisions. We have considered the nature of group creativity and reviewed how brainstorming may contribute to creative problem-solving and decision-making. Finally, we have identified methods which can be used to facilitate the problem-solving and decision-making behavior or task-oriented groups. Following systematic, sequential processes can help groups communicate in ways which resolve problems and lead to appropriate decisions.
Interpretive Questions
Application Questions
https://www.deepfun.com/coliberation-the-short-form/ : Bernard “Bernie” De Koven’s blog. A source of provocative ideas on why and how to indulge in creative fun as part of a group.
https://www.co-intelligence.org/I-decisionmakingwithout.html (“How to Make a Decision Without Making a Decision”): An article describing how guided “non-decision-making” can be used by groups to discover what the author refers to as “big obvious truths.”
http://www.tobe.net/ : The website of Dynamic Facilitation Associates, a non-profit organization dedicated to teaching groups how to create choices through intentional facilitation. One of the site’s pages, describes “Co-Counseling” and compassionate communication as further facilitation tools.
An Introduction to Group Communication, V2.0 Copyright © 2020 by Granite State College is licensed under a Creative Commons Attribution-NonCommercial-ShareAlike 4.0 International License , except where otherwise noted.
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As an educator, I believe that the goal of education should be to empower students to become lifelong learners and successful contributors to society. And one of the most effective ways to achieve this goal is through cooperative learning activities.
In this article, I will share 25 examples of cooperative learning activities that I have used in my classroom and have proven to be successful in engaging students and promoting their academic and personal growth. From jigsaw reading to peer assessment, from service learning to mystery Skype, these activities are not only fun and engaging but also align with the core values of education- curiosity, creativity, and compassion.
Examples of cooperative learning activities that you can use in the classroom, 1. jigsaw reading.
Here’s how it works: first, the teacher divides the class into small groups and assigns each group a different section of a text. Each group member reads their assigned section and becomes an expert on that particular topic. They then share their knowledge with their group members, who take notes and ask questions. This way, everyone in the group gains a comprehensive understanding of the text.
Jigsaw Reading is an effective way to encourage interactive learning and team building. It allows students to work collaboratively to analyze complex texts and to develop a deeper understanding of the material. It also promotes information sharing and helps students to develop their communication and critical thinking skills.
It begins with me posing a question or a topic related to the lesson. Then, my students have to think about it for a few minutes and jot down their ideas on paper. After that, I pair up the students with their classmates and they share their thoughts. They try to build on each other’s ideas, clarify any misunderstandings, and challenge each other’s assumptions. Finally, they present their findings to the class.
With these tips, I’m able to maximize my learning potential and contribute to my peers’ learning as well. In the next section, I’ll discuss the benefits of group presentations.
Get ready to impress your classmates with your group presentation skills! Collaborative planning is key to a successful group presentation.
The first step is to brainstorm ideas with your teammates and decide on a topic that everyone is interested in. Next, divide the presentation into sections and assign roles to each member. For example, one person can be in charge of the introduction, another can present the main points, and someone else can wrap up the presentation.
Now, let’s move on to the next section about ’roundtable discussions’.
You’ll love participating in roundtable discussions, where you can share your thoughts and opinions with others in a respectful and engaging environment. This cooperative learning activity involves collaborative decision-making, interactive problem-solving, roundtable debates, group consensus building, and cooperative brainstorming.
Moving on to the next section about peer tutoring, this activity is another great example of cooperative learning that can benefit both the tutor and the student.
Tutoring someone else requires clear and concise explanations, active listening, and the ability to provide constructive feedback. Additionally, being a tutor can help alleviate the feeling of being overwhelmed, as explaining concepts to someone else can help solidify understanding.
Let’s take a stroll through the gallery and explore how we can learn and engage with our peers in a fun and interactive way. Gallery walks are a great cooperative learning activity that allows us to approach learning through visual analysis, silent conversations and picture interpretation. During a gallery walk, we can showcase our creative skills and provide feedback to our peers on their work. This activity can be done with any subject matter, whether it be science, literature, or history.
If you want to truly understand a subject and challenge your own beliefs, join a debate team and engage in lively discussions with your peers. Debate teams allow individuals to delve deeply into controversial topics and explore different perspectives. Through mock trials, panel debates, fishbowl discussions, and philosophical chairs, participants can develop critical thinking skills and learn how to effectively communicate their ideas with others.
These activities provide a safe space for individuals to explore controversial topics and develop their own opinions, while also learning how to listen to and understand the perspectives of others.
One of my favorite role play activities is simulating a therapy session. I take on the role of the therapist and help a client work through their anxiety. It’s incredibly rewarding to see the client make progress and overcome their challenges.
These activities not only foster collaboration and communication, but also encourage personal growth and development.
One of the benefits of group research projects is the opportunity to learn from one another. Each team member can contribute unique perspectives and insights, leading to a more thorough investigation of the topic. Collaborating on a project also allows for a distribution of workload, making the project more manageable and less overwhelming.
Joint blogging is another effective way to collaborate on writing. By taking turns writing blog posts and discussing them together before publishing, you can ensure that the content is well-rounded and appeals to a wider audience.
Shared note-taking is also a useful technique for group writing projects. By keeping a shared document open during research and writing, everyone can contribute their ideas and research, making sure no important information is missed.
Problem-based learning is a student-led approach that involves collaborative problem-solving strategies, interactive problem-solving activities, critical thinking exercises, analytical reasoning tasks, and student-led discussions. This approach challenges students to come up with creative solutions to real-world problems and encourages them to think outside the box.
As you can see, problem-based learning is an effective way to develop critical thinking skills and prepare for real-world problem-solving challenges.
Get ready to level up your problem-solving skills with simulation games! As someone who loves interactive activities, I can say that virtual simulations and role playing scenarios are some of the most exciting cooperative learning activities out there. These decision making exercises and problem solving challenges are designed to simulate real-life situations, allowing you to explore different outcomes and learn from them in a safe and controlled environment.
To give you a better idea of what to expect, here’s a table that highlights the benefits of simulation games:
Interactive storytelling | Virtual escape rooms | Communication, collaboration | All levels |
Realistic scenarios | Medical simulations | Critical thinking, problem solving | Advanced learners |
Immediate feedback | Business simulations | Decision making, time management | All levels |
Multiple outcomes | Historical simulations | Empathy, cultural awareness | All levels |
Role-playing scenarios are often used in case studies to help students better understand complex issues and put themselves in someone else’s shoes. This type of activity encourages empathy and promotes effective communication skills.
Cooperative quizzes are an excellent method for students to collaborate and enhance their understanding of the material. Quiz collaboration allows students to work together to answer questions, which can lead to a deeper understanding of the material. Here are four reasons why cooperative quizzes are beneficial:
Moving on to the next topic, group brainstorming is another effective cooperative learning activity that can help you generate creative ideas and solve problems in a team.
Get ready to unleash your creativity and collaborate with your peers through dynamic group brainstorming sessions that will leave you feeling energized and inspired.
Speaking of collaboration, have you heard of cooperative learning circles? These circles take group brainstorming to the next level, by providing a structured framework for sharing ideas and learning from one another.
Ready to take your group brainstorming to the next level? Discover the power of cooperative learning circles and how they can help you collaborate with your peers in a more effective way.
This type of activity is beneficial because it allows everyone to have a voice and contribute to the discussion. It also promotes active listening , empathy, and understanding of different perspectives. Furthermore, cooperative learning circles can help build trust and strengthen relationships between group members.
Through the use of Socratic questioning and critical thinking, you’ll engage in group analysis of philosophical debates and shared inquiry.
Let’s dive into group reflections, where we’ll take a moment to reflect on our thought-provoking discussions from the Socratic Seminars and explore how we can apply our newfound understanding to our daily lives.
Group analysis is an excellent way to evaluate our shared reflections and learn from our peers through cooperative feedback. Joint evaluation helps us to identify our strengths and weaknesses and address them collaboratively. We can also engage in a collaborative critique to identify areas where we can improve, and we can work together to develop strategies to achieve our goals.
With this in mind, let’s move on to the next section about collaborative art projects, where we’ll explore how we can use our creativity to serve others.
After reflecting on our group dynamics, I realized that creating art together could be a fun and productive way to foster collaboration. Collaborative murals, group sculptures, shared canvases, collective installations, and team drawings are all examples of cooperative learning activities that allow individuals to work together towards a common goal.
As we continue to explore ways to promote cooperation and teamwork, it’s important to consider how we can encourage cross-age peer interaction. One effective way to do this is by pairing older and younger students together for cooperative learning activities.
Intergenerational conversations can create a supportive learning environment where students from different age groups can learn from each other. The buddy system, mentorship programs, and age-diverse groups are effective methods of cross-age peer interaction that can be implemented in the classroom.
Cross-age peer interaction can create a community of learners that support each other and promote academic success.
Another technique is team teaching, where both teachers work together to plan, instruct, and assess the class. Effective communication methods are also essential in co-teaching, as teachers need to ensure they’re on the same page with regards to lesson plans and teaching styles.
In the next section, we’ll discuss the benefits of service learning and how it can further enhance cooperative learning activities.
Traditional Learning | Service Learning |
---|---|
Focus on theoretical knowledge | Focus on practical application |
Involves passive learning | Involves active learning |
Limited interaction with community | Direct engagement with community |
Individual achievement emphasized | Collaborative learning and teamwork |
Limited impact on community | Positive impact on community |
Peer assessment allows me to take ownership of my own learning and develop valuable skills in evaluating my peers. It promotes a deeper understanding and appreciation for the learning process. Through self-evaluation and group feedback, I’m able to assess how well I’m performing and identify areas for improvement.
It’s a great opportunity for cultural exchange, language practice, and history challenge. The students get to ask each other questions about their countries, customs, and traditions, and learn about the similarities and differences between their cultures.
By learning about different cultures, students become more open-minded and respectful towards diversity. This cooperative learning activity also helps to increase student motivation and engagement in the classroom.
Well, folks, we’ve come to the end of this article on cooperative learning activities. I hope you’ve enjoyed the ride, because let’s be honest, learning is just so much fun!
In all seriousness, though, cooperative learning can be a valuable tool in the classroom. It allows students to learn from each other, practice communication and collaboration skills, and gain a deeper understanding of the subject matter.
How teacher's tone of voice shapes the classroom, how to warn students effectively in your classroom, 13 teacher burnout symptoms.
If your meetings are unproductive, this might be the reason.
There are five stages of problem solving: defining the problem, generating solutions, evaluating solutions, picking a solution, and making a plan. When we solve problems on our own, we intuitively move in between these stages to quickly generate solutions. We assume this method will also work in group settings, however, it often fails because each person could be occupying a different problem solving stage at the same time (essentially, no one is on the same page — even though they think they are). To solve problems as a group, we need to jettison the assumption that intuitive problem solving is sufficient, and instead embrace a more methodical approach. In a methodical meeting, for each issue that needs to be discussed, members deliberately and explicitly choose just one problem-solving stage to complete.
Why are so many meetings so unproductive?
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Two widely accepted principles about learning—learners construct their own knowledge and learning is an inherently social phenomenon—support the use of group learning. Working in small groups provides learners with opportunities to articulate ideas and understandings, uncover assumptions and misconceptions, and negotiate with others to create products or reach consensus. Group activities enable students to discover deeper meaning in the content and improve thinking skills. The most effective use of group work is that which engages students with higher-level content that is thought-provoking, difficult to understand, or has multiple interpretations.
The terms collaborative learning and cooperative learning are often used interchangeably, but a distinction is helpful. Collaborative learning highlights the contributions of individual group members, stresses the sharing of authority, and leads to dialog and consensus building on topics without a clear right and wrong answer. Group governance and group processing remain in the hands of the students (Panitz, 1997). Cooperative learning is often thought of as a subset of collaborative learning that involves more teacher intervention. The instructor designs the task and a group structure for accomplishing the task, including the assignment of roles to group members. Students then interact under specific conditions set up by the teacher: positive interdependence, face-to-face interaction, individual account ability, collaborative skills, and group processing (Johnson, Johnson, & Smith, 1998). Both collaborative and cooperative learning can take place with informal and formal groups, however both settings will require that the instructor plans carefully how the assignment is designed, monitored, and assessed.
Short-term groups
These are temporary groups, with little or no time spent on assigning people to groups, getting into groups, or assigning roles. They last one session or less and are used to ensure cognitive processing and engagement in learning. Some informal short-term group activities include the following:
Some short-term group activities require a bit more structure and planning. These include the following:
Long-term groups or teams
These groups are formed by the instructor and may stay together for an extended period of time (weeks or even the entire semester) to work on a broader task or project. One type of formal group is the student team—a stable group that works on major course projects and often involves peer evaluation. Some specific suggestions for getting started with organizing long-term group projects include the following:
This depends on your purpose for using groups. Teams usually have three to five students who are assigned to the group randomly or purposefully by you. Capstone projects may require a larger number of students. Student-selected groups are not generally recommended.
Random selection
You can form random teams by any of the following methods:
Instructor-selected teams
For longer or more complex projects, instructors may want to create heterogeneous teams that distribute students into different groups based on ability, strengths, experience, gender, ethnicity, or some other characteristic. Instructors first learn about the students and then form teams according to the plan. You can learn about your students in one or more of the following ways:
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Looking for some new ways to teach and learn in your classroom? This roundup of instructional strategies examples includes methods that will appeal to all learners and work for any teacher.
In the simplest of terms, instructional strategies are the methods teachers use to achieve learning objectives. In other words, pretty much every learning activity you can think of is an example of an instructional strategy. They’re also known as teaching strategies and learning strategies.
The more instructional strategies a teacher has in their tool kit, the more they’re able to reach all of their students. Different types of learners respond better to various strategies, and some topics are best taught with one strategy over another. Usually, teachers use a wide array of strategies across a single lesson. This gives all students a chance to play to their strengths and ensures they have a deeper connection to the material.
There are a lot of different ways of looking at instructional strategies. One of the most common breaks them into five basic types. It’s important to remember that many learning activities fall into more than one of these categories, and teachers rarely use one type of strategy alone. The key is to know when a strategy can be most effective, for the learners or for the learning objective. Here’s a closer look at the five basic types, with instructional strategies examples for each.
Direct instruction can also be called “teacher-led instruction,” and it’s exactly what it sounds like. The teacher provides the information, while the students watch, listen, and learn. Students may participate by answering questions asked by the teacher or practicing a skill under their supervision. This is a very traditional form of teaching, and one that can be highly effective when you need to provide information or teach specific skills.
This method gets a lot of flack these days for being “boring” or “old-fashioned.” It’s true that you don’t want it to be your only instructional strategy, but short lectures are still very effective learning tools. This type of direct instruction is perfect for imparting specific detailed information or teaching a step-by-step process. And lectures don’t have to be boring—just look at the success of TED Talks .
These are often paired with other direct instruction methods like lecturing. The teacher asks questions to determine student understanding of the material. They’re often questions that start with “who,” “what,” “where,” and “when.”
In this direct instruction method, students watch as a teacher demonstrates an action or skill. This might be seeing a teacher solving a math problem step-by-step, or watching them demonstrate proper handwriting on the whiteboard. Usually, this is followed by having students do hands-on practice or activities in a similar manner.
If you’ve ever used flash cards to help kids practice math facts or had your whole class chant the spelling of a word out loud, you’ve used drill & practice. It’s another one of those traditional instructional strategies examples. When kids need to memorize specific information or master a step-by-step skill, drill & practice really works.
This form of instruction is learner-led and helps develop higher-order thinking skills. Teachers guide and support, but students drive the learning through reading, research, asking questions, formulating ideas and opinions, and more. This method isn’t ideal when you need to teach detailed information or a step-by-step process. Instead, use it to develop critical thinking skills , especially when more than one solution or opinion is valid.
In this indirect learning method, students work their way through a problem to find a solution. Along the way, they must develop the knowledge to understand the problem and use creative thinking to solve it. STEM challenges are terrific examples of problem-solving instructional strategies.
When kids participate in true project-based learning, they’re learning through indirect and experiential strategies. As they work to find solutions to a real-world problem, they develop critical thinking skills and learn by research, trial and error, collaboration, and other experiences.
Learn more: What Is Project-Based Learning?
Students use concept maps to break down a subject into its main points and draw connections between these points. They brainstorm the big-picture ideas, then draw lines to connect terms, details, and more to help them visualize the topic.
When you think of case studies, law school is probably the first thing that jumps to mind. But this method works at any age, for a variety of topics. This indirect learning method teaches students to use material to draw conclusions, make connections, and advance their existing knowledge.
This is different than learning to read. Instead, it’s when students use texts (print or digital) to learn about a topic. This traditional strategy works best when students already have strong reading comprehension skills. Try our free reading comprehension bundle to give students the ability to get the most out of reading for meaning.
In a flipped classroom, students read texts or watch prerecorded lectures at home. Classroom time is used for deeper learning activities, like discussions, labs, and one-on-one time for teachers and students.
Learn more: What Is a Flipped Classroom?
In experiential learning, students learn by doing. Rather than following a set of instructions or listening to a lecture, they dive right into an activity or experience. Once again, the teacher is a guide, there to answer questions and gently keep learning on track if necessary. At the end, and often throughout, the learners reflect on their experience, drawing conclusions about the skills and knowledge they’ve gained. Experiential learning values the process over the product.
This is experiential learning at its best. Hands-on experiments let kids learn to establish expectations, create sound methodology, draw conclusions, and more.
Learn more: Hundreds of science experiment ideas for kids and teens
Heading out into the real world gives kids a chance to learn indirectly, through experiences. They may see concepts they already know put into practice or learn new information or skills from the world around them.
Learn more: The Big List of PreK-12 Field Trip Ideas
Teachers have long known that playing games is a fun (and sometimes sneaky) way to get kids to learn. You can use specially designed educational games for any subject. Plus, regular board games often involve a lot of indirect learning about math, reading, critical thinking, and more.
Learn more: Classic Classroom Games and Best Online Educational Games
This is another instructional strategies example that takes students out into the real world. It often involves problem-solving skills and gives kids the opportunity for meaningful social-emotional learning.
Learn more: What Is Service Learning?
As you might guess, this strategy is all about interaction between the learners and often the teacher. The focus is on discussion and sharing. Students hear other viewpoints, talk things out, and help each other learn and understand the material. Teachers can be a part of these discussions, or they can oversee smaller groups or pairings and help guide the interactions as needed. Interactive instruction helps students develop interpersonal skills like listening and observation.
It’s often said the best way to learn something is to teach it to others. Studies into the so-called “ protégé effect ” seem to prove it too. In order to teach, you first must understand the information yourself. Then, you have to find ways to share it with others—sometimes more than one way. This deepens your connection to the material, and it sticks with you much longer. Try having peers instruct one another in your classroom, and see the magic in action.
This method is specifically used in reading instruction, as a cooperative learning strategy. Groups of students take turns acting as the teacher, helping students predict, clarify, question, and summarize. Teachers model the process initially, then observe and guide only as needed.
Some teachers shy away from debate in the classroom, afraid it will become too adversarial. But learning to discuss and defend various points of view is an important life skill. Debates teach students to research their topic, make informed choices, and argue effectively using facts instead of emotion.
Learn more: High School Debate Topics To Challenge Every Student
Class, small-group, and pair discussions are all excellent interactive instructional strategies examples. As students discuss a topic, they clarify their own thinking and learn from the experiences and opinions of others. Of course, in addition to learning about the topic itself, they’re also developing valuable active listening and collaboration skills.
Learn more: Strategies To Improve Classroom Discussions
Take your classroom discussions one step further with the fishbowl method. A small group of students sits in the middle of the class. They discuss and debate a topic, while their classmates listen silently and make notes. Eventually, the teacher opens the discussion to the whole class, who offer feedback and present their own assertions and challenges.
Learn more: How I Use Fishbowl Discussions To Engage Every Student
Rather than having a teacher provide examples to explain a topic or solve a problem, students do the work themselves. Remember the one rule of brainstorming: Every idea is welcome. Ensure everyone gets a chance to participate, and form diverse groups to generate lots of unique ideas.
Role-playing is sort of like a simulation but less intense. It’s perfect for practicing soft skills and focusing on social-emotional learning . Put a twist on this strategy by having students model bad interactions as well as good ones and then discussing the difference.
This structured discussion technique is simple: First, students think about a question posed by the teacher. Pair students up, and let them talk about their answer. Finally open it up to whole-class discussion. This helps kids participate in discussions in a low-key way and gives them a chance to “practice” before they talk in front of the whole class.
Learn more: Think-Pair-Share and Fun Alternatives
Also called independent study, this form of learning is almost entirely student-led. Teachers take a backseat role, providing materials, answering questions, and guiding or supervising. It’s an excellent way to allow students to dive deep into topics that really interest them, or to encourage learning at a pace that’s comfortable for each student.
Foster independent learning strategies with centers just for math, writing, reading, and more. Provide a variety of activities, and let kids choose how they spend their time. They often learn better from activities they enjoy.
Learn more: The Big List of K-2 Literacy Centers
Once a rarity, now a daily fact of life, computer-based instruction lets students work independently. They can go at their own pace, repeating sections without feeling like they’re holding up the class. Teach students good computer skills at a young age so you’ll feel comfortable knowing they’re focusing on the work and doing it safely.
Writing an essay encourages kids to clarify and organize their thinking. Written communication has become more important in recent years, so being able to write clearly and concisely is a skill every kid needs. This independent instructional strategy has stood the test of time for good reason.
Learn more: The Big List of Essay Topics for High School
Here’s another oldie-but-goodie! When kids work independently to research and present on a topic, their learning is all up to them. They set the pace, choose a focus, and learn how to plan and meet deadlines. This is often a chance for them to show off their creativity and personality too.
Personal journals give kids a chance to reflect and think critically on topics. Whether responding to teacher prompts or simply recording their daily thoughts and experiences, this independent learning method strengthens writing and intrapersonal skills.
Learn more: The Benefits of Journaling in the Classroom
In play-based learning programs, children learn by exploring their own interests. Teachers identify and help students pursue their interests by asking questions, creating play opportunities, and encouraging students to expand their play.
Learn more: What Is Play-Based Learning?
Don’t be afraid to try new strategies from time to time—you just might find a new favorite! Here are some of the most common instructional strategies examples.
This strategy combines experiential, interactive, and indirect learning all in one. The teacher sets up a simulation of a real-world activity or experience. Students take on roles and participate in the exercise, using existing skills and knowledge or developing new ones along the way. At the end, the class reflects separately and together on what happened and what they learned.
Ever since Aesop’s fables, we’ve been using storytelling as a way to teach. Stories grab students’ attention right from the start and keep them engaged throughout the learning process. Real-life stories and fiction both work equally well, depending on the situation.
Learn more: Teaching as Storytelling
Scaffolding is defined as breaking learning into bite-sized chunks so students can more easily tackle complex material. It builds on old ideas and connects them to new ones. An educator models or demonstrates how to solve a problem, then steps back and encourages the students to solve the problem independently. Scaffolding teaching gives students the support they need by breaking learning into achievable sizes while they progress toward understanding and independence.
Learn more: What Is Scaffolding in Education?
Often paired with direct or independent instruction, spaced repetition is a method where students are asked to recall certain information or skills at increasingly longer intervals. For instance, the day after discussing the causes of the American Civil War in class, the teacher might return to the topic and ask students to list the causes. The following week, the teacher asks them once again, and then a few weeks after that. Spaced repetition helps make knowledge stick, and it is especially useful when it’s not something students practice each day but will need to know in the long term (such as for a final exam).
Graphic organizers are a way of organizing information visually to help students understand and remember it. A good organizer simplifies complex information and lays it out in a way that makes it easier for a learner to digest. Graphic organizers may include text and images, and they help students make connections in a meaningful way.
Learn more: Graphic Organizers 101: Why and How To Use Them
Jigsaw combines group learning with peer teaching. Students are assigned to “home groups.” Within that group, each student is given a specialized topic to learn about. They join up with other students who were given the same topic, then research, discuss, and become experts. Finally, students return to their home group and teach the other members about the topic they specialized in.
As the name implies, this instructional strategy approaches a topic using techniques and aspects from multiple disciplines, helping students explore it more thoroughly from a variety of viewpoints. For instance, to learn more about a solar eclipse, students might explore scientific explanations, research the history of eclipses, read literature related to the topic, and calculate angles, temperatures, and more.
This instructional strategy takes multidisciplinary instruction a step further, using it to synthesize information and viewpoints from a variety of disciplines to tackle issues and problems. Imagine a group of students who want to come up with ways to improve multicultural relations at their school. They might approach the topic by researching statistical information about the school population, learning more about the various cultures and their history, and talking with students, teachers, and more. Then, they use the information they’ve uncovered to present possible solutions.
Differentiated instruction means tailoring your teaching so all students, regardless of their ability, can learn the classroom material. Teachers can customize the content, process, product, and learning environment to help all students succeed. There are lots of differentiated instructional strategies to help educators accommodate various learning styles, backgrounds, and more.
Learn more: What Is Differentiated Instruction?
Culturally responsive teaching is based on the understanding that we learn best when we can connect with the material. For culturally responsive teachers, that means weaving their students’ various experiences, customs, communication styles, and perspectives throughout the learning process.
Learn more: What Is Culturally Responsive Teaching?
Response to Intervention, or RTI, is a way to identify and support students who need extra academic or behavioral help to succeed in school. It’s a tiered approach with various “levels” students move through depending on how much support they need.
Learn more: What Is Response to Intervention?
Inquiry-based learning means tailoring your curriculum to what your students are interested in rather than having a set agenda that you can’t veer from—it means letting children’s curiosity take the lead and then guiding that interest to explore, research, and reflect upon their own learning.
Learn more: What Is Inquiry-Based Learning?
Growth mindset is key for learners. They must be open to new ideas and processes and believe they can learn anything with enough effort. It sounds simplistic, but when students really embrace the concept, it can be a real game-changer. Teachers can encourage a growth mindset by using instructional strategies that allow students to learn from their mistakes, rather than punishing them for those mistakes.
Learn more: Growth Mindset vs. Fixed Mindset and 25 Growth Mindset Activities
This strategy combines face-to-face classroom learning with online learning, in a mix of self-paced independent learning and direct instruction. It’s incredibly common in today’s schools, where most students spend at least part of their day completing self-paced lessons and activities via online technology. Students may also complete their online instructional time at home.
This fancy term really just describes strategies that allow each student to work at their own pace using a flexible schedule. This method became a necessity during the days of COVID lockdowns, as families did their best to let multiple children share one device. All students in an asynchronous class setting learn the same material using the same activities, but do so on their own timetable.
Learn more: Synchronous vs. Asynchronous Learning
Essential questions are the big-picture questions that inspire inquiry and discussion. Teachers give students a list of several essential questions to consider as they begin a unit or topic. As they dive deeper into the information, teachers ask more specific essential questions to help kids make connections to the “essential” points of a text or subject.
Learn more: Questions That Set a Purpose for Reading
When it comes to choosing instructional strategies, there are several things to consider:
Plus, check out the things the best instructional coaches do, according to teachers ..
There's a difference between regular projects and true-project based learning. Continue Reading
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6. Discovery & Action Dialogue (DAD) One of the best approaches is to create a safe space for a group to share and discover practices and behaviors that can help them find their own solutions. With DAD, you can help a group choose which problems they wish to solve and which approaches they will take to do so.
Give groups a challenging assignment, such as solving a problem or applying a theory to a real-world situation. Find more information on this strategy at the Team-Based Learning Collaborative. Group Problem-Solving. There are many instructional strategies that involve students working together to solve a problem, including inquiry-based ...
To solve problems in a group, consider following these six steps: 1. Identify the problem. First, explore the different facets of the problem your group is trying to solve. Many group problem-solving sessions begin with an interactive activity, where each group member describes the problem and its effects on their work.
Step 2: Analyze the Problem. During this step a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
Quick and easy problem-solving activities 12. Unpuzzled (in-person, virtual, hybrid) Activity Focus Areas: Communication, reasoning, collaboration under time pressure. Objective: Unpuzzled is an engaging team-building game that combines problem-solving and trivia elements. The goal is for each team to work collaboratively to solve a series of puzzles and then unscramble them to uncover a meta ...
Jeopardy. Problem-solving activities such as Virtual Team Challenges offer a great way for teams to come together, collaborate, and develop creative solutions to complex problems. 2. Problem-Solving Templates. Problem-Solving Templates are popular problem-solving activities that involve a group of people working together to solve an issue.
Set a timer for 10 minutes and have group members brainstorm REALISTIC plans to mitigate as many barriers as possible. At the end of 10 minutes, have group members tally their scores. Ask groups to share their scores. The team that mitigated problems and totalled the highest score wins. Spend time circling the room having each group share the ...
The 'Escape Room' Challenge. The 'Escape Room' challenge is a thrilling and time-sensitive group problem-solving activity. Teams are placed in a scenario where they must solve a series of puzzles and riddles to 'escape' from a locked room. This activity promotes collaboration, critical thinking, and the ability to work under pressure.
Step 2: Analyze the Problem. During this step, a group should analyze the problem and the group's relationship to the problem. Whereas the first step involved exploring the "what" related to the problem, this step focuses on the "why.". At this stage, group members can discuss the potential causes of the difficulty.
Here are nine easy-to-implement activities that can bring substantial change to your team culture and overall workplace dynamics. #1. Crossword Puzzles. Objective: To enhance problem-solving skills, vocabulary, and cognitive abilities through engaging crossword puzzles. Estimated Time: 15-20 Minutes.
Duch et al. noted that problem-based learning in group collaboration is progressive active learning, which can improve students' critical thinking and problem-solving skills.
In this article, we'll look at three team-building exercises that you can use to improve problem solving and decision making in a new or established team. Exercises to Build Decision-Making and Problem-Solving Skills. Use the following exercises to help your team members solve problems and make decisions together more effectively.
Collaborative learning is the educational approach of using groups to enhance learning through working together. Groups of two or more learners work together to solve problems, complete tasks, or learn new concepts. This approach actively engages learners to process and synthesize information and concepts, rather than using rote memorization of ...
The group focuses its energies and attention on its goals, displaying higher rates of task-orientation, decision-making, and problem-solving. Stage 5 - "Adjourning". The group prepares to disband by completing its tasks, reduces levels of dependency among members, and dealing with any unresolved issues.
Group learning goes by many different names (e.g., group work, cooperative learning, team learning, peer instruction, etc.) and spans the spectrum from two students solving a problem to a team working on a semester long project. For group learning to be effective, the students need to practice team building skills and learn to be accountable to ...
In addition, tests were structured such that 25% of the points derived from a group problem, where only those individuals who attended the group problem-solving sessions could participate in the group test problem. This approach can help prevent the "free rider" problem that can plague group work.
Nilson (2010) lists the following learning outcomes that are associated with PBL. A well-designed PBL project provides students with the opportunity to develop skills related to: Working in teams. Managing projects and holding leadership roles. Oral and written communication. Self-awareness and evaluation of group processes. Working independently.
Learning Objective. Identify and describe how to implement seven steps for group problem-solving. No matter who you are or where you live, problems are an inevitable part of life. This is true for groups as well as for individuals. Some groups—especially work teams—are formed specifically to solve problems. Other groups encounter problems ...
Here are five ways that problem-based learning can benefit you: It encourages critical thinking and problem-solving skills. It promotes student engagement and active learning. It fosters collaboration and teamwork. It helps students develop analytical reasoning skills. It prepares students for real-world problem-solving challenges.
Summary. There are five stages of problem solving: defining the problem, generating solutions, evaluating solutions, picking a solution, and making a plan. When we solve problems on our own, we ...
small-group learning in universities in The Journal on Excellence in ... Academic: Compared to competitive and individualistic learning, students are better at solving problems and develop a deeper understanding of the material when working in groups. ... problem-based, and team-based learning: An introduction by the guest editors. ...
Group Learning. Two widely accepted principles about learning—learners construct their own knowledge and learning is an inherently social phenomenon—support the use of group learning. Working in small groups provides learners with opportunities to articulate ideas and understandings, uncover assumptions and misconceptions, and negotiate ...
Here's how you can navigate risks and uncertainties in large group facilitation using problem-solving skills. Powered by AI and the LinkedIn community. 1. Assess Risks. Be the first to add your ...
By actively engaging students in group activities, educators aim to enhance academic achievement, critical thinking, problem-solving skills, and overall personal development.
Critical thinking, problem-solving, flexibility, self-confidence. Learn more: 5 Critical Thinking Skills Every Kid Needs To Learn and How To Teach Them. 6. Human Marble Run ... This hands-on group challenge is an exercise in learning job-readiness skills like patience and perseverance, not to mention it's a total blast! ...
Problem-Solving. In this indirect learning method, students work their way through a problem to find a solution. Along the way, they must develop the knowledge to understand the problem and use creative thinking to solve it. STEM challenges are terrific examples of problem-solving instructional strategies.
There are 4 modules in this course. This course deals directly with your ability for creativity which is a critical skill in any field. It focuses on divergent thinking, the ability to develop multiple ideas and concepts to solve problems. Through a series of creativity building exercises, short lectures, and readings, learners develop both an ...
It makes you a well-rounded individual, one who has looked at all of their options and possible solutions before making a choice. According to the University of the People in California, having critical thinking skills is important because they are [ 1 ]: Universal. Crucial for the economy. Essential for improving language and presentation skills.
Although problem-solving is a skill in its own right, a subset of seven skills can help make the process of problem-solving easier. These include analysis, communication, emotional intelligence, resilience, creativity, adaptability, and teamwork. 1. Analysis. As a manager, you'll solve each problem by assessing the situation first.
You will gain the confidence and skills to analyze and solve new AI problems you encounter in your career. Get a solid understanding of foundational artificial intelligence principles and techniques, such as machine learning, state-based models, variable-based models, and logic. Implement search algorithms to find the shortest paths, plan robot ...