Tackling The Motivation Crisis

Packed with practical strategies you can use to create a culture of self-motivation in your school! Teachers use traditional incentive and reward systems with the best of intentions. We're trying to support students' positive behavior and learning. We're hoping to motivate and inspire students to work hard and do well in school. If everyone behaves, we'll have a pizza party. The more books you read, the more stickers you'll receive. On the surface, these systems seem to make sense. They may even seem to work. But in the long term, they do not foster intrinsic motivation or a love or learning. In fact, they often have the opposite effect. In Tackling the Motivation Crisis: How to Activate Student Learning Without Behavior Charts, Pizza Parties, or Other Hard-to-Quit Incentive Systems, award-winning educator and best-selling author Mike Anderson explains * The damage done by extrinsic motivation systems and why they are so hard for us to give up. * What intrinsic motivation looks like and the six high-impact motivators—autonomy, belonging, competence, purpose, fun, and curiosity—that foster it. * How to teach the self-management and self-motivation skills that can make a difference for kids. * How to use intrinsic motivation in curricula and instructional strategies, feedback and assessment, and discipline and classroom management. Ultimately, our job as teachers is not to motivate our students. It's to make sure that our classrooms and schools are places that inspire their intrinsic motivation and allow it to flourish. Anderson shows how you can better do that right away—no matter what grade level or subject area you teach.

"Mike Anderson explores incentive systems, which do not motivate achievement or a love of learning, and the six intrinsic motivators that lead to real student engagement"--

The best-selling book of easy-to-implement classroom lessons from the world’s premier educational system—now available in paperback. Finland shocked the world when its fifteen-year-olds scored highest on the first Programme for International Student Assessment (PISA), a set of tests evaluating critical-thinking skills in math, science, and reading. That was in 2001; even today, this tiny Nordic nation continues to amaze. How does Finnish education—with short school days, light homework loads, and little standardized testing—produce students who match the PISA scores of other nations with more traditional “work ethic” standards? When Timothy Walker started teaching fifth graders at a Helsinki public school, he began a search for the secrets behind the successes of Finland’s education system. Highlighting specific strategies that support joyful K–12 classrooms and can be integrated with U.S. educational standards, this book, available in paperback for the first time, gathers what he learned and shows how any teacher can implement many of Finland's best practices. A new foreword by the author addresses the urgent questions of teaching, and living, in these pandemic times.

Offering students choices about their learning, says author Mike Anderson, is one of the most powerful ways teachers can boost student learning, motivation, and achievement. In his latest book, Anderson offers numerous examples of choice in action, ideas to try with different students, and a step-by-step process to help you plan and incorporate choice into your classroom. You’ll explore * What effective student choice looks like in the classroom. * Why it’s important to offer students choices. * How to create learning environments, set the right tone for learning, and teach specific skills that enable choice to work well. When students have more choices about their learning, they can find ways of learning that match their personal needs and be more engaged in their work, building skills and work habits that will serve them well in school and beyond. This teacher-friendly guide offers everything you need to help students who are bored, frustrated, or underperforming come alive to learning through the fundamental power of choice.

We all want our students to feel safe, collaborate well with others, feel ownership for their learning, and be joyfully engaged in their work. Nevertheless, many teachers end up using language patterns that undermine these goals. Do any of these scenarios sound familiar? We want students to take responsibility for their learning, yet we use language that implies teacher ownership. We want to build positive relationships with students, yet we use sarcasm when we get frustrated. We want students to think learning is fun, yet we sometimes make comments that suggest the opposite. We want students to exhibit good behavior because it's the right thing to do, yet we rely on threats and bribes, which implies students don’t naturally want to be good. What teachers say to students—when they praise or discipline, give directions or ask questions, and introduce concepts or share stories—affects student learning and behavior. A slight change in intonation can also dramatically change how language feels for students. In What We Say and How We Say It Matter, Mike Anderson digs into the nuances of language in the classroom. This book's many examples will help teachers examine their language habits and intentionally improve their classroom practice so their language matches and supports their goals.

What really sets the best managers above the rest? It’s their power to build a cadre of employees who have great inner work lives—consistently positive emotions; strong motivation; and favorable perceptions of the organization, their work, and their colleagues. The worst managers undermine inner work life, often unwittingly. As Teresa Amabile and Steven Kramer explain in The Progress Principle, seemingly mundane workday events can make or break employees’ inner work lives. But it’s forward momentum in meaningful work—progress—that creates the best inner work lives. Through rigorous analysis of nearly 12,000 diary entries provided by 238 employees in 7 companies, the authors explain how managers can foster progress and enhance inner work life every day. The book shows how to remove obstacles to progress, including meaningless tasks and toxic relationships. It also explains how to activate two forces that enable progress: (1) catalysts—events that directly facilitate project work, such as clear goals and autonomy—and (2) nourishers—interpersonal events that uplift workers, including encouragement and demonstrations of respect and collegiality. Brimming with honest examples from the companies studied, The Progress Principle equips aspiring and seasoned leaders alike with the insights they need to maximize their people’s performance.

With Doing Poorly on Purpose, veteran educator James R. Delisle dispels the negative associations and stereotypes connected to underachievement. By focusing on smart kids who get poor grades—not because they’re unable to do better in school but because they don’t want to—Delisle presents a snapshot of underachievement that may look far different from what you envision it to be. There is no such thing as a “classic underachiever.” Students (and their reasons for underachieving) are influenced by a wide range of factors, including self-image, self-concept, social-emotional relationships, and the amount of dignity teachers afford their students. Helping “smart” students achieve when they don’t want to is not an easy task, but you can reengage and inspire students using Delisle’s insights and practical advice on these topics: * Autonomy * Access * Advocacy * Alternatives * Aspirations * Approachable Educators Smart, underachieving students need the reassurance that they are capable, valuable, and worth listening to despite their low academic performance. If these students—who are otherwise academically capable—don’t feel they are getting respect from those in charge of their learning, then the desire to conform and achieve is minimized. In a word, they want dignity. Don’t we all?