Learning to Be a Schoolmaster

by Thomas R. Cole

b. Interpretation of the course of study. Twenty-nine per cent of the teachers called attention to the need of greater assistance in interpreting the course of study. I am not surprised to get this expression from the teachers, as they are sometimes given at the opening of the term a new course of study with little or no explanation of the plan back of it or how it is to be administered. I question if any course of study entirely new in content should be put into operation until the teachers have had at least a semester’s time to study it thoroughly and get explanations from those who have been instrumental in working it out.

A good illustration of the difficulty in getting satisfactory results from plans new to the teachers has been demonstrated by some of the results obtained with the problem and project methods. It is very easy for a supervisor to pick out some good problems and illustrate them before the teachers and thus leave the impression that all topics can be handled in a similar manner. The teacher goes back to her classroom and attempts to follow the directions given. Some of the teachers have gone so far as to attempt to make every lesson in geography or history a problem lesson regardless of the nature of the topics to be covered or the reference material or textbook assistance that is available. The results from such a procedure are certain to lead to a poorly connected, piecemeal knowledge by the pupil of the subject as a whole. A semester of practical study of the problem method for any given subject before introducing it would give the teachers, and I dare say the supervisors, a better knowledge of what can reasonably be expected to be accomplished. It is this failure to be able to reach that visionary goal that discourages teachers and causes them to lose confidence in many methods that are excellent in themselves if they are used with moderation and sense.

After a course of study has been in operation for a few months it is well to ask some of the teachers who have been the most successful in getting satisfactory results to explain what they have done and how they have done it. Small groups can then discuss such a report with much profit to all. I have never experienced any difficulty in getting large attendance at a teachers’ meeting if the program provided concrete help for the group in the work they were doing. This is indeed a rich field for the principal to cultivate.

Supplementary books are often purchased and sent to the teachers as a means of interpretation of a subject. They, too, need explanation and discussion.

c. As a professional leader. The desire for professional leadership is coupled with the need of interpretation of the course of study. There is probably no more damaging contribution to the teaching profession than the presence now and then of school executives who give but little, if any, of their time to the professional inspiration of the teacher. The teachers in a building with such a principal in charge soon lose their spirit of wanting to serve and become a part of a routine business organization. The lack of holding power of such a school is soon apparent.

Some principals and department heads feel that they make a sufficient contribution professionally when they say to a new teacher, “I am glad you are to be with us. If you have any trouble, come and see me.” This is one of the best invitations one could possibly give to get a teacher to remain away. The best evidence that a principal can show that he wishes to help the teacher is really to help her, and, best of all, to find means to help her without being asked.

Not long ago a teacher who wished a transfer came to see me. He said, “I have been in —— building for five years, during which time I cannot recall having received any professional suggestion from the head of the department. He sees that I have ample supplies and textbooks, but that is merely routine work. What I need is to be encouraged and shown how I can grow.” I wonder how many teachers have had a similar experience.

Two years ago I visited an algebra teacher who happened to be assigned to a portable building. He had five classes daily in the same subject. I had known this teacher for a number of years and had regarded him as an average instructor. On this visit I said, “You are out here by yourself and I would like to see what kind of record your pupils can make at the end of the year in the competitive tests which will be given to the algebra pupils in all the city high schools.” His face brightened and he said, “All right, I welcome the invitation.” Six months later the test was given and his five classes of pupils made more A and B grades than all the algebra pupils combined in any other one building of the city. To-day, this teacher is easily one of our best instructors in mathematics, and he has recently prepared suggestions as to the teaching of mathematics by the supervised study method which have proved to be of great assistance to the other teachers. He simply caught the spirit; his pupils also caught it, and the results were assured. It did not require professional suggestion to arouse this teacher, but rather a real chance of recognition to show what he could do.

II. In an administrative way.

a. Furnishing supplies and equipment. One half of the teachers have apparently suffered from the delay that so often occurs when school material is not ready when it is needed. Sometimes conditions arise due to the shifting of pupils or other unforeseen difficulties which make a delay in the furnishing of supplies and equipment unavoidable. In the large majority of cases, however, there is no excuse for the delay other than “Order too late,” “Board held up requisitions for investigation,” “Copy of outlines not ready to be printed,” etc.