How Bullying Manifests at Work and How To Stop It

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The term workplace bullying describes a wide range of behaviors, and this complexity makes addressing it difficult and often ineffective. For example, most anti-bullying advice, from “anger management” to zero-tolerance policies, deals with more overt…

While the organizational costs of incivility and toxicity are well documented, bullying at work is still a problem. An estimated 48.6 million Americans, or about 30% of the workforce, are bullied at work. In India, that percentage is reported to be as high as 46% or even 55%. In Germany, it’s a lower but non-negligible 17%. Yet bullying often receives little attention or effective action.

To maximize workplace health and well-being, it’s critical to create workplaces where all employees — regardless of their position — are safe. Systemic, organizational-level approaches can help prevent the harms associated with different types of bullying.

The term workplace bullying describes a wide range of behaviors, and this complexity makes addressing it difficult and often ineffective. Here, we’ll discuss the different types of bullying, the myths that prevent leaders from addressing it, and how organizations can effectively intervene and create a safer workplace.

The Different Types of Bullying

To develop more comprehensive systems of bullying prevention and support employees’ psychological well-being, leaders first need to be aware of the different types of bullying and how they show up. We’ve identified 15 different features of bullying, based on standard typologies of aggression, data from the Workplace Bullying Institute (WBI), and Ludmila’s 25+ years of research and practice focused on addressing workplace aggression, discrimination, and incivility to create healthy organizational cultures.

These 15 features can be mapped to some of the common archetypes of bullies. Take the “Screamer,” who is associated with yelling and fist-banging or the quieter but equally dangerous “Schemer” who uses Machiavellian plotting, gaslighting, and smear campaigns to strip others of resources or push them out.

The Schemer doesn’t necessarily have a position of legitimate power and can present as a smiling and eager-to-help colleague or even an innocent-looking intern. While hostile motivation and overt tactics align with the Screamer bully archetype and instrumental, indirect, and covert bullying is typical of the Schemer, a bully can have multiple motives and use multiple tactics — consciously or unconsciously.

Caroline mediated a situation that illustrates both conscious and unconscious dynamics. At the reception to celebrate Ewa’s* national-level achievement award, Harper, her coworker, spent most of the time talking about her own accomplishments, then took the stage to congratulate herself on mentoring Ewa and letting her take “ownership” of their collective work. But there had been no mentorship or collective work.

After overtly and directly putting Ewa down and (perhaps unconsciously) attempting to elevate herself, Harper didn’t stop. She “accidentally” removed Ewa from crucial information distribution lists — an act of indirect, covert sabotage.  

In another example, Ludmila encountered a mixed-motive, mixed-tactic situation. Charles, a manager with a strong xenophobic sentiment, regularly berated Noor, a work visa holder, behind closed doors — an act of hostile and direct bullying. Motivated by a desire to take over the high-stakes, high-visibility projects Noor had built, Charles also engaged in indirect, covert bullying by falsifying performance records to make a case for her dismissal.

Workplace Bullying Myths

Common myths about bullying — for example, that it’s simply “holding people to high standards” or having a “competitive personality” — suggest that bullying does not harm and may even spur performance. However, bullying and the myths about it hinder outcomes.

A common assumption is that bullies are often star performers and that high performance justifies bad behavior. However, the actual star performers are more likely to be targets than bullies. Bullies are usually mediocre performers who may appear to be stars, while in fact they often take credit for the work of others. Moreover, bullies are not motivated by organizational goals.

They’re driven by self-interest, often at the expense of organizations. Research indicates that bullies often envy and covertly victimize organization-focused high performers — those who are particularly capable, caring, and conscientious. Not only are bullies not the stars, but one toxic employee negates the gains of the performance of two superstars and likely creates additional costs.

The “motivation” myth justifies bullying as “management” or “motivation,” helping low-performing individuals improve. Indeed, low performers are more likely to experience bullying than mediocre ones — but it does not help them improve. Rather, it can further hinder performance, creativity, collaboration, and delivering on business goals due to employee distress.

Ineffective Interventions

Research has thoroughly documented that bullying is detrimental to individuals’ productivity and organizational outcomes. Unfortunately, even when organizations attempt to address it, the interventions are rarely effective.

Traditional methods of addressing bullying tend to be unsuccessful for several key reasons…..Read more…

Source: How Bullying Manifests at Work — and How to Stop It

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Therefore, we make our potential clients fill out a questionnaire form where we ask them exactly what they need, their problems and their budget. This form has helped us sort through the good leads versus the bad leads. The bad leads are the ones that don’t have a budget at all, and good leads being the ones that are specific on their budget. We then can customize our services according to the client’s needs. – Fritz Colcol, ABN Circle

2. Carefully-Crafted Marketing Assets

The best strategy a business can use to attract the right clients is to clearly state—on their website and in all of their marketing material—the precise type of client that they service. That way, as an interested buyer is reading about what you offer, they’ll know right out the gate that you typically service someone other than themselves.

And, when a buyer that does fit your target persona reads that sentence, they’ll identify with your company immediately because the marketing material speaks directly to them. – Keith Shields, Designli

3. Disqualifier Questions

You don’t want every client. You don’t want most clients. So, use your contact form to discourage the wrong clients from even completing the form. When I was consulting, I incorporated disqualifier questions like, “Which area of your business is the largest pain point right now?”

If the prospect chose “finding more customers” or something marketing and sales-related, they weren’t a fit for my operations consulting services, so the form would end early and suggest a few better resources for them to check out. Don’t be afraid to send business away. A narrow focus on your product or service is a magnet for more of the right customers. – Chris Ronzio, Trainual

4. Helpful Lead Magnets

Lead magnets such as whitepapers and free courses can be good for finding new customers. This tactic is not only a way to get people interested, but it also helps you target the right prospects. If your lead magnet addresses a specific pain point of your ideal customer, you’ll be attracting the very people who can best use your service.

Of course, you have to create a lead magnet that’s truly helpful while, at the same time, not giving too much away. You need to study your market and look for specific issues and problems that your audience is seeking to solve. – Kalin Kassabov, ProTexting

5. Raising Your Prices

Some entrepreneurs and freelancers who are just starting out have a tendency to underprice their own work. This may be because they’re inexperienced or they may be hoping to attract more clients with lower prices. But a low price will only attract the type of clients who are difficult to work with and who expect a lot of quality work for a low cost. You don’t want to be working with those types of clients.

If you want to attract better clients, you need to raise your prices. Think about the type of clients you want to work with and what they can afford. You could even take a look at what your competition charges to get a better idea of what your prices need to be in order to attract high-quality clients. – Stephanie Wells, Formidable Forms

6. Earning Referrals

It sounds a bit old-school, but referrals are still the best way to get high-quality clients. There are things you can do to maximize referrals. First, never ask for a referral until you know you’ve added value above and beyond for a customer. Focus on your best customers, those who’ve been with you for a long time and really trust you.

It’s about quality, not quantity. Ask directly. It’s amazing how many businesses fail to do this. Your best customers want to help; show them how! Don’t incentivize via discounts or referral fees. This cheapens the referral and may even dissuade the original client who doesn’t want to seem self-serving. It works better when all parties involved are genuine and believe a good connection can be made. – Patrick Ambron, BrandYourself.com

7. An Optimized Social Media Strategy

When social media first emerged, people probably never would’ve assumed it would one day be used for businesses to grow. If your social media marketing strategy is optimized to cater to customers and serve them based on their needs, they’ll come to you. This starts by creating a strong profile that highlights how your brand benefits and serves its audience.

When your followers start to add up and users interact with you, respond in a timely manner and address concerns. Be proactive about helping users with issues and offering support where needed. Every step you take on social media adds up and determines how successful you’ll be, so make sure you’re active. – Jared Atchison, WPForms

8. Targeting Ideal Clients Where They Are

The best way to attract the right clients is for businesses to define their ideal client. It is very hard to appeal to the vast majority, so defining an ideal client is key. When businesses get really clear about who it is they are serving, then they will know where to find this type of client and how to develop strategies to attract them. What is the demographic of your ideal client?

What is the problem they might be facing that your business can help solve? What is your ideal client’s mindset or beliefs that may impact their purchasing decisions? These questions and more can help you narrow in on who you serve and who you should attract. – Diego Orjuela, Cables & Sensors

9. Defining Your ‘Red Flags’

A huge part of avoiding clients who waste your time is by having key identifiers in mind, or “red flags.” There are certain signs to tell if a client will take advantage of you, not pay you on time, etc. Stay away from clients who demand extra of you but aren’t willing to pay a fair price.

Clients who ask for a lot and try to change the guidelines you both already set are asking for trouble. Everything comes with a price, and you get what you pay for. Know your worth and set rates that match your skill set and expertise so you don’t get ripped off by cheap clients. – Chris Christoff, MonsterInsights

10. Articulating Your Unique Positioning And Differentiation

Not every client will be a good fit as clients themselves may not know what they want. You see, the best clients are not pursued, rather attracted. Instead of you pursuing them, let them come to you by what they believe in and what you have delivered to others. You want as many people to know about you and your business as possible—even if they will never become a customer.

One thing that will help the right customer learn more about you and convince them to work with you is defining your positioning and differentiation strategy. Instead of being everything to everyone, figure out what you’re best at and go after it. If you do an amazing job and you have built a reputation for yourself, client acquisition is a cakewalk. – Solomon Thimothy, OneIMS

Young Entrepreneur Council (YEC) is an invitation-only, fee-based organization comprised of the world’s most successful entrepreneurs 45 and younger. YEC members

Source: Want To Attract The Right Clients? Try These 10 Strategies

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Elon Musk’s Twitter Buyout Was A Billion Dollar Windfall For These 13 Hedge Funds

Illustration by Gracelynn Wan for Forbes; Photos by Rodolfo Glcksberg/EyeEmby/Getty Images; Imran Kadir/Getty Images

For many hedge funds, Elon Musk’s $44 billion “forced” purchase of Twitter represented an easy money trade.“You didn’t have to be a genius to realize that he was going to finish that deal,” said Carl Icahn at the Forbes Iconoclast Summit on November 3, adding that he would have considered waging a proxy fight if the deal fell through.

Icahn told the audience at New York’s Historical Society that he made a profit of around $250 million by investing in Twitter this summer. But he was far from the only one to benefit. Regulatory filings show that billionaire-led hedge funds including Citadel Advisors, Millennium Management, D.E. Shaw and Third Point built large positions in Twitter in the second and third quarters, as well as other firms like Pentwater Capital and Farallon Capital.

Musk signed a merger agreement to buy Twitter for $54.20 per share in April, but the stock was trading as low as $32.65 by July when he tried to terminate the deal. That created an arbitrage opportunity for as much as a 66% return for investors who doubted Musk had much of a chance in the Delaware Court of Chancery to back out.

Icahn’s third-quarter 13-F filing with the SEC shows that he owned 12.5 million Twitter shares as of September 30. He said at the Forbes summit he bought in the mid-$30s–if he bought at an average price of $35 per share and made a $19.20 profit on each one when the deal closed at the original price of $54.20 per share on October 28, he would have netted a $240 million profit.

The only fund that made a bigger bet than Icahn was Naples, Florida-based Pentwater Capital Management, founded by Matthew Halbower in 2007. It bought 18.1 million shares during the second quarter and added another 5.3 million shares as of the end of the third quarter.

If it bought those 24 million shares at Twitter stock’s median closing price of $40.16 in the first quarter and $41.05 in the second quarter and held them through the completion of the acquisition in October, it would have made $324 million in profit, though its 13-F filing shows it hedged some of those gains by buying put options as well. Pentwater didn’t respond to a request for comment.

In all, Forbes found 13 hedge funds that spent upwards of $100 million adding to their Twitter stakes between the end of the first quarter and the end of the third quarter this year. We reached out to each fund to ask for average purchase prices, and estimated that they bought at Twitter’s median closing price in each quarter if more precise information wasn’t available. These funds cumulatively purchased more than 10% of the company in the six months leading up to September 30 and likely made well over $1 billion in profits on the deal.

These numbers don’t include any additional shares the firms may have purchased in October, when the margins were slimmer while Musk finalized the acquisition, and don’t include possible trading that took place within each quarter. 13-F filings show a simple snapshot of each firm’s long stock holdings on the last day of each quarter and don’t provide enough information to pin down exact gains and losses, but often represent the most thorough picture of what funds are buying and selling.

The biggest winners included Hong Kong-based Segantii Capital Management, founded by British investor Simon Sadler, and Farallon Capital, the San Francisco-based firm founded by Thomas Steyer in 1986 and now run by Andrew Spokes.

David Einhorn’s Greenlight Capital initiated a position of 4.3 million shares in the third quarter, his 13-F filing shows, and he wrote in a letter to investors viewed by Forbes that the average purchase price was $37.24 per share. He expected that the Delaware Court of Chancery would be wary of inviting future buyer’s remorse suits if it let Musk walk away.

“The case law on this is quite clear. If it were anyone other than Musk, we would handicap the odds of the buyer wiggling out of the deal to be much less than 5%,” Einhorn wrote in the letter prior to the completion of the deal. “At this price there is $17 per share of upside if TWTR prevails in court and we believe about $17 per share of downside, if the deal breaks. So, we are getting 50-50 odds on something that should happen 95%+ of the time.”

Musk saw the writing on the wall and reversed course in October, agreeing to pay the full price as these investors expected. His first weeks as Twitter’s owner have been marked by confusion and complaints after he opened verification to anyone willing to pay $8 per month, causing a wave of “verified” parody accounts, and laid off 3,700 employees, almost half of its staff. He has warned Twitter’s staff that “bankruptcy is not out of the question,” but if his $44 billion equity investment goes up in smoke, the hedge funds he paid that cash to will be laughing all the way to the bank.

I’m a reporter on Forbes’ money team covering investing trends and Wall Street’s difference-makers. I’ve reported on the world’s billionaires for Forbes’ wealth team

Source: Elon Musk’s Twitter Buyout Was A Billion Dollar Windfall For These 13 Hedge Funds

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The Power of Believing In People

Leadership lessons learnt in 2017 as CEO 

Self-doubt is one of the causes of failure in people’s lives. Many people are unsure of themselves, and often need the belief of others to pull through. “Believe in yourself” is easier said than done – generally, when the rubber meets the road, people struggle with it.

You would think that money, success, or fame would stop people from doubting themselves, but this is not quite the case. Many successful people and leaders are insecure and crippled by self-doubt. My point is: there is a huge significant need for belief support. Often, we need someone to believe in us for success to happen. So, what does belief in people do for them? Here are three benefits.

It Gives Unusual Courage: I have seen this work in my coaching practice. My clients do not doubt that I strongly believe in them – I communicate it. Consequently, they get the boost to achieve phenomenal results. I have witnessed the unusual courage that people get when they are certain that someone truly believes in them – it’s magical. Self-belief is one thing, but another’s belief gives you extra strength to keep going.

In life, it is important to believe in yourself, but equally vital when someone believes in you and is willing to give you a chance. How many teams now suffer because the leader did not believe in the team members? How many children now live dysfunctional lives because their primary caregivers didn’t express belief in them? Our lives are interconnected, and self-belief alone isn’t enough. Unusual courage grows when someone (or group) truly sees you, believes in you, and is willing to bet on you.

It Restores Self-Esteem: Self-doubt means that you don’t believe you are enough in certain areas – your self-worth is under siege. Here, someone who believes in you would help you to see yourself differently, and gradually, you would move from “I am not enough” to “I am good enough”. When you believe in people, you help to heal inner wounds that made them think less of themselves. It restores and reaffirms their self-worth.

It Inspires Growth: True belief in people gives them clarity of purpose, which in turn, creates the desire for continuous growth and improvement. In this case, people become excited about the next level and take steps to achieve it. The fact that they know that you are rooting for them gives strength to move forward. Belief in people gives them the emotional anchor and stability required for sustainable success in life.

By: Samuel Mpamugo

Source: The power of believing in people

Critics by Anna Y.T. Chui

We’ve all been there. At some points in our lives, we question whether we are doing well enough or are capable of facing all the uncertainties that might come up as we grow older. We experience feelings of self-doubt around decisions and choices we made or simply feel that we’re not good enough.

Self-doubt occurs when we lack confidence or feel incapable of doing things we need to do. People who doubt about themselves experience uncertainty around things they can’t control or worry about things not going according to plan.

A certain level of self-doubt is good because it indicates that you understand what you need to improve in order to do a better job. However, persistent fear and self-doubt can hugely affect your life in a bad way.

In this article, you’ll find out why self-doubt is holding you back from happiness and success and what you can do to overcome it.

How Self-Doubt Keeps You Stuck

Let’s picture this:

Your boss has assigned you an important task because he thinks you are the most suitable person in the room. But instead of taking it as a recognition of your work performance, you start to panic.

How Self-Doubt Keeps You Stuck

5 Common Causes of Self-Doubt

How to Overcome Self-Doubt

The 21-Day Challenge on Regaining Self-Confidence

Final Thoughts

More Tips on Overcoming Self-Doubt

You panic about whether you are capable of doing a great job. You worry that failing to perform well will become a big joke at work. You spend time stressing over every single decision you make and picture how things might go wrong.

It’s not surprising that fear will then play a big role in your own little drama. It leads you toward procrastination. You delay your work and feel unmotivated.

At the end of the story, you hand in your work at the very last minute, and, of course, it’s not hard to guess that you will have the feeling of “I can actually do better than this.”

What causes self-doubt? Let’s find out!..Read more

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5 Myths About Classroom Management in PBL

I want to make something clear before we dive into this topic. I made huge mistakes in classroom management as a teacher. I let certain disruptive behaviors go unchecked because I was tired and I didn’t want to put out another fire. I had moments when I shamed a student or yelled at a class.

I won’t even use the term “raise my voice” which sounds nicer. I yelled. Each time, I apologized and continued to grow. But the reality remains: I had tons of moments when I failed in this area. So, I feel a certain reticence when tackling the question, “How do I handle classroom management in a PBL unit?”

And yet, I also realize that my mistakes, as cringe-worthy as they may be, were also learning experiences. Teaching is an iterative process filled with experiments. I believe we can learn as much from the failures and mistakes as we can from the successes. So, with that in mind, I’d like to share what I learned about PBL and classroom management from my twelve years teaching middle school and my last three years working with new teachers who want to try out PBL but are nervous about the classroom management implications.

Why Classroom Management Matters

When I was new to project-based learning, people told me to “embrace the chaos.” I tried my hardest to embrace this mindset. Our class would be a vibrant space filled with noise and chaos and movement. I told students that during our project time, they could go wherever they wanted to go and talk whenever they wanted to talk.

This lasted three days.

I had students wandering around the classroom for the entire class period, socializing with friends and never actually working on their projects. The room became ear-splittingly loud. Meanwhile, I became edgy. The chaos felt off-task at best and unsafe at worst. At one point, another teacher walked into my classroom and said, “Why did you kick Alejandro out of class? He’s normally so quiet.” But the thing is, I hadn’t kicked Alejandro out. He had walked away because he felt anxious in the chaotic space.

Alejandro wasn’t alone. I printed up a quick survey (these were the pre- Google Forms days) to see how students felt about the classroom environment. Two-thirds described having a hard time concentrating on their work.

The next morning, I had coffee with my mentor and lamented, “I thought the project was authentic. I thought I could create a student-centered environment. I thought they would just know how to behave during a project like this. But, I don’t know, maybe I’m not able to create that kind of environment.”

He furrowed his eyebrows and said, “You ever work on a project when you’re at Starbucks?”

I nodded.

“Okay, watch the people in Starbucks. What trends do you see?”

I described people sitting at the tables and occasionally standing at a tall table. They moved to get coffee, to use the restroom, and to order items. However, they weren’t running around. Instead, it was relaxed.

Although the environment was noisy, it was mostly due to the work of grinding coffee and blending beverages. Most people were talking at a reasonable volume. They followed unspoken norms that allowed for communication and work. He then challenged me to think of all the spaces where I had done my best individual and collaborative projects. These were spaces designed for communication, deep thinking, and deep work. Some of these spaces were silent and others were loud. However, they were all spaces where I could focus.

I realized something critical at that moment. If we want students to engage in authentic projects, we need to design systems and structures that facilitate collaboration and creativity. For all the talk of “embracing chaos,” it turns out classroom management is a vital part of authentic PBL.

Myths About Classroom Management and PBL

The following are some of the common myths about classroom management and PBL.

Myth #1: Structure ruins creativity

This was the myth I bought into when I first embraced the PBL process. Like I mentioned before, I created a classroom environment free of constraint. Go where you need to go. Be as loud as you need to be. Take the John Mayer route and run through the halls of your high school and scream at the top of your lungs (yes, I just paraphrased John Mayer).

This came from a genuine recognition that school structures are often arbitrary and overly restrictive. However, I had gone to the opposite extreme of classroom management anarchy. I mistakenly believed in a false dichotomy between student ownership and classroom expectations.

Reality: Well-designed structures facilitate creativity

Architects often design spaces with two competing goals: craft spaces to reflect the way people will use them (starting with empathy) and create spaces that will create desired behaviors. Take Panera, for example. The physical layout reflects the need for both open and closed spaces with plenty of “breathing room.” They designed it to reflect the way people actually like to collaborate (the empathy-driven approach). However, they also have visual cues and physical structures that lead you toward specific locations the moment you walk in the door.

The same should be true of the structures in a PBL classroom. As educators, we can work like architects designing the structures that will facilitate creativity. We can start with the empathy-driven approach by asking “What would this be like to experience this as a student?”  It can help to imagine you are a student and spend some time thinking through what you might think and feel during an entire PBL Unit. You might even create student surveys to gauge what students need in order to thrive in a PBL environment.

From there, we can design systems that fit the needs of our students. For example, students need to move and they need to have the chance to stand up. However, they also need the opportunity to focus without distraction. So, we can create standing centers at the edges of the classroom. We can create physical pathways that allow for movement of materials.

However, we can also embrace the ideas of UX Design to guide students through the process. Students should be able to know where to find materials and where to go to get help. This goes beyond the physical structures. Students need to have pedagogical structures for things like brainstorming, ideating, research, and collaborative decision-making.

Myth #2: You need tons of transitions or students will be off-task

This was one of my biggest fears when starting out on my PBL journey. I had always transitioned every 15-20 minutes to prevent students from getting bored and checking out. I kept my lessons fast-paced with tight deadlines. So, when I switched to a project-based approach, I initially broke tasks down for students and kept the same tight time deadlines.

I didn’t realize it at the time, but I was creating a stop-and-go approach to projects. Although I wanted students to work quickly, they never truly hit a place of deep concentration because we were frantically moving from task to task, only to stop, wait for directions, and move on.

Reality: Students need to engage in deep work to hit a state of flow

Students actually accomplished more when we took out the transitions and focused on longer stretches of time to engage in the project work. This is a key idea behind what Cal Newport describes as “deep work” (I highly recommend the book), where people spend 1-3 hours without distractions. Here, they often hit a state of creative flow, where they attain hyper-concentration and fixate on their work. When this happens, they learn at a deeper level and they retain more of their knowledge.

But these moments of flow, whether they are in groups or individually, can also work as preventative classroom management. When students focus on their projects, they are less likely to disrupt the learning.

Myth #3: An engaging project means you won’t have discipline issues

When I look back at my worst moments as a teacher (those times when I shamed a student or yelled at a class), it was almost never during a project. A well-constructed project is one of the best preventative classroom management strategies. However, it’s a myth to think that you can focus on the pedagogy and ignore classroom management. Even in your best PBL units, you will have discipline issues you need to deal address.

Reality: You need clear expectations

When you first launch a PBL unit, you will likely have students who have never experienced project-based learning. They will need to know how it works and what they are expected to do. Because it’s so different (more collaborative work, more creativity, and often more hands-on learning) you will need to clarify the expectations.

You might need to generate a list of rules or norms together with your students. You will likely need to model and practice procedures with your students. The goal is to make it clear, visual, and memorable for students. Although this can feel less exciting than the actual project, it’s actually a vital part of the process.

Myth #4: PBL classrooms are noisy all the time

I get it. Some tasks are inherently noisy. It’s hard to have students doing physical prototyping in silence. The class is going to get noisy during the collaborative part of ideation. However, a project-based classroom doesn’t have to reach a deafening volume all the time.

Reality: The noise should never get in the way of the learning

It’s easy for one group to get louder and then other groups start talking louder until it slowly creeps to a level that prevents groups from working effectively. This is why it’s okay to have expectations of a general volume level during collaborative work. I’ve seen teachers use volume level charts (like a noise meter). When I taught middle school, I would do a thirty-second silent time-out when the noise got too loud. It worked like a reset button.

It also helps to create moments of strategic silence throughout a project. You might start the class period with a silent warm-up and end with a silent reflection. Or you might break up the project process to have students engage in silent thinking or quick writes to boost metacognition. You can also embed quiet individual tasks into the project process.

For example, students can engage in individual research to gain extra background knowledge. During the ideation process, students can brainstorm in isolation before meeting with their groups. They can also create their own SWOT assessments on their own before meeting with their groups to test and revise prototypes.

Myth #5: You need a system of punishments and rewards to keep group members accountable

We’ve all been there before. You do a group project and suddenly one member disappears. Another member has tons of opinions and ideas but doesn’t want to do any of the work. So, you end up doing the entire project by yourself. For this reason, it’s tempting to create rigid rules and consequences for group members in PBL units.

Reality: The best accountability is interdependence

There is a time and a place for external accountability. PBL expert Trevor Muir has students sign group accountability contracts at the start of each PBL unit. However, I’ve found that students are more accountable to one another when they have to work interdependently on their projects. Take, for example, this brainstorming strategy. Students actually benefit from listening to one another depending on each other for new ideas.

I often think of the LAUNCH Cycle as a roadmap for interdependent student ownership in creative projects. Here’s what this looks like:

  • Students tap into their own awareness and background knowledge during the Look, Listen, and Learn phase. Here, each member has the opportunity to share what they already know.
  • Students own the inquiry process as they ask specific questions in the Ask Tons of Questions phase. Each member can contribute their own questions to the entire group’s set of questions. Each member can add questions, regardless of their skill level or prior knowledge.
  • Students work interdependently to find specific facts in the research phase.
  • Students are generating their own ideas individually before engaging in the Navitage Ideas (group ideation) phase.
  • Each member of the group has a different role in the project management process and they all discuss progress collectively as a group
  • Every student has the opportunity to engage in assessment in the Highlight and Fix phase. I love the interdependence of the 20-minute peer feedback system here.
  • Being Proactive About Classroom Management
  1. Think about the procedures you will need to teach ahead of time.  What procedures and expectations will you need to teach ahead of time? How will students get materials? How will you handle noise? How will you handle movement? Are groups allowed to talk to one another? If so, what does that process look like? How will you handle students finishing at different rates? What kinds of “brain breaks” will you offer to students who need to walk away from their projects? How will you help students define these expectations together as a classroom community?
  2. Think about the space. How will you differentiate the space for different tasks? How will you design spaces for different types of learning? What will you do to encourage a free flow of movement? What visual cues will you create to help students navigate the space? What materials will you use? Where will you store these materials? Where will students put their physical products when they leave the class period (or move on to a new subject)? It helps hear to do an empathy exercise where you picture yourself as a student and ask what a student might be feeling or thinking.
  3. Think about the roles within the classroom. What types of group roles will you have?  How will your role change as a teacher? How will you spend your time when students are in the prototyping phase?
  4. Consider how you might communicate this shift to stakeholders. Are you comfortable having administrators and other leaders walking into your classroom during the prototyping phase? What kinds of fears might certain teachers face if they saw something that looked chaotic? What do you need to do to communicate the PBL process to parents/guardians, fellow staff members, and administrators?

Classroom management can actually be easier in a PBL classroom. With increased engagement and clear expectations, you often find yourself doing student-teacher conferences rather than redirecting behaviors. However, this requires an intentional, proactive classroom management plan. When this happens, all students are able to work collaboratively and creatively on the epic projects you have designed for them.

By: John Spencer

My goal is simple. I want to make something each day. Sometimes I make things. Sometimes I make a difference. On a good day, I get to do both.More about me

Source: 5 Myths About Classroom Management in PBL – John Spencer

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Ultrafunnels A.I   https://jvz2.com/c/202927/381129/
VIADZ Ad Template  https://jvz4.com/c/202927/379307/
Vidcentric   https://jvz4.com/c/202927/376095
Viddeyo    https://jvz6.com/c/202927/382326/
Videevolve   https://jvz4.com/c/202927/381011/
Video Campaignor      https://jvz4.com/c/202927/387058/
Video Games   https://jvz3.com/c/202927/184902/
VideoEnginePro     https://jvz2.com/c/202927/372916
VideoGameSuite    https://jvz3.com/c/202927/366537/
VideoRobot Enterprise   https://jvz8.com/c/202927/291061
VidKreate   https://jvz6.com/c/202927/386029/
VidMingo   https://jvz6.com/c/202927/378359/
VidRaffle   https://jvz2.com/c/202927/386840/
VidSnatcher    https://jvz3.com/c/202927/342585
VidVoicer    https://jvz1.com/c/202927/379983/
Vidzura   https://jvz4.com/c/202927/385754/
Viral dash   https://jvz6.com/c/202927/375959
Viral Quotes      https://jvz2.com/c/202927/386984/
VirtualReel   https://jvz8.com/c/202927/376849
Vocalic  https://jvz2.com/c/202927/383848/
VoiceBuddy    https://jvz1.com/c/202927/342854
WebCop  https://jvz4.com/c/202927/378683/
Webinarkit   https://jvz3.com/c/202927/383937/
Webprimo   https://jvz1.com/c/202927/379455/
WordPress Mastery   https://jvz1.com/c/202927/386249/
WowBackgraounds   https://jvz2.com/c/202927/381556/
WP GDPR    https://jvz8.com/c/202927/299907
WP Simulator    https://jvz3.com/c/202927/46987/
Writer Arc   https://jvz1.com/c/202927/386602/
writing job   https://jvz8.com/c/202927/213027
XBrain Forex   https://jvz3.com/c/202927/372305/
XFUNNELS   https://jvz2.com/c/202927/310335
Xinemax  https://jvz1.com/c/202927/381749/
YoDrive   https://jvz2.com/c/202927/384700/
YoSeller   https://jvz4.com/c/202927/387544/
Your 3DPal   https://jvz2.com/c/202927/381685/
YTSuite   https://jvzoo.com/c/202927/381179
Zappable    https://jvz1.com/c/202927/367328/
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