Why Testing is Detrimental to Thinking

We all know that just because you've passed a test, you haven't really learned anything (when I passed the test to get my motorcycle permit, I had never even ridden a motorcycle!).

But did you know that testing processes can actually INHIBIT your thinking and learning ability? Read on to learn more...

Do you remember the Scantron bubble sheet from your school days? It's the familiar number-two-pencil- fill-in-the-circle-which-corresponds-to-the-answer-you-have-chosen test. The filled-in card is then run through a computer which compares your bubbles to the correct answers and scoreds your test in mere seconds. When it was first introduced in the 1930's, the Scantron bubble sheet was extremely helpful to teachers and administrators as class sizes grew and record keeping became more stringent.

Unfortunately this technological wonder has been quite detrimental to developing the ability to think for two reasons:

1  Lack of teacher involvement in grading.

Prior to a machine grading tests, teachers had to read each response, giving the answer critical thought. Very often they would add commentary to the grade, rather than simply marking an answer wrong. They might remind the student where the correct information was found or help them to remember how the concept they got wrong was similar to what they were thinking. Sometimes they would give partial credit if the student was on the right track but then veered off before their final summation (this is the only way I passed geometry, believe me). Prior to a machine grading tests, even when a student got an answer wrong - they were learning. They had coaching, correction and refinement from their teacher based on how the teacher graded the test.

Once the Scantron bubble sheet became de rigueur in public school education, students simply received a grade; rarely did you get the bubble sheet back. And, let's be honest, there is no youngster motivated enough to follow through on a wrong answer and figure out why they got it wrong.

2  Everything became a multiple choice test.

The only way for the bubble sheet to work is if every question has only one right answer. Not only did this focus make learning seem easy (just look for the right answer) but it eliminated an individual's need to put any critical thought in to the answer. Essays went by the wayside. “Explain your answer," was no longer the final instruction of a test question. Once the "outcome" only had to be one right answer, it was much easier to look for an answer you could recognize than to pull one up from memory or reason it through.

More complex questions, such as "Using your knowledge of bees and migration, how would you explain the Hylaeus bee species on the island of Hawaii?" became impossible.

You can learn more about the demise of thinking skills - and more importantly, how to solve it - here.

How Case Studies Aid in Teaching Thinking

What is a Case Study?

Before we jump in to the value of using case studies to teach thinking, it’s prudent to define exactly what it is we are talking about. Case studies are a way to present content in a narrative format, followed by discussion questions, problems or activities. They present readers with an overview of the main issue, background on the organization or industry, and events or individuals involved that lead to the problem or decision presented in the case.

As in real life, there is rarely a specific answer or outcome. Case studies are typically tackled in groups, although they can be an individual assignment. Learners apply course concepts in real-world scenarios, forcing them to utilize higher-order thinking skills such as analysis, synthesis and evaluation.

Case studies are very beneficial in helping learners to bridge the gap between theory and practice. Using case studies puts the responsibility for learning on the learner himself, rather than relying on an instructor or facilitator to guide the learning process. Case studies model more real-world tactics despite the fact that the content is prescribed.

Case studies in a business environment are typically used as an activity to transmit the course content; requiring an hour to a few hours of work as part of the larger course requirements. While business-based case studies are generally focused on teaching business principles, The Training Doctor uses business-based case studies to teach thinking processes.

 Case studies pack more experience into each hour of learning than any other instructional approach.

Skills Taught Through Case Study Usage

While numerous studies have concluded that case studies are beneficial to learning simply because they are engaging and participative, there are many social and business skills which are taught through the case study process, as well.

If you are familiar with Bloom’s Taxonomy, you know that the “higher” levels of learning outcomes are analysis and synthesis – which case studies are able to achieve by presenting lots of information pertinent to various aspects of the case, and asking the learner to dissect and/or combine that information to arrive at a well-reasoned opinion or solution.

Additionally, as much work in the 21st century is accomplished via teams, case studies provide an opportunity to learn critical business skills such as communicating, problem-solving, and group work dynamics in general. NOTE: It is wise to ensure learners understand group dynamics, meeting management, group process (such as decision making and conflict resolution) and the like, before sending them off to work as a team.

Often the benefits of the case study approach are lost due to the learner’s inability to manage themselves as a group (which is also an important learning outcome!).

Outcomes of Case Study Learning

In addition to skills learned via case studies, there are business outcomes which are achieved, as well. Real-world business activities are rarely cut and dry. They are dynamic and fluid which can be reflected in a case study much more easily than in the linear presentation of content which typically occurs via lecture.

Case studies prime the learner to look at an issue from multiple perspectives and – when used correctly – from multiple disciplines as well. By extrapolating a business case study to their own work environment, learners are able to grasp connections between topics and real-world application which is often difficult to do in a traditional instructor-led course.

While arriving at an answer or solution may be the stated objective of a case study (what should Fred do next?), a greater outcome is developing the learner’s ability to apply problem-solving (or opportunity revealing) management to disparate information. In organizations with workers who are more tenured, the ability to insert their own experience and knowledge is not only helpful in keeping them engaged but beneficial for younger members of the group to hear.

It is a best-practice, when using case studies in business, to utilize groups from various disciplines within the organization. Different disciplines will bring different insights to the case, allowing for a more thorough discussion. Hearing various perspectives also teaches an appreciation for the “big picture” and demonstrates the importance of gathering all relevant data. For instance, in many of our case studies we ask “Who are the stakeholders and what are their interests?” It is difficult to answer this question if the group is all from the same department or discipline, they simply don’t see the other possibilities.

Additionally, case studies model the reality of business – there will always be incomplete information, time constraints, competing interests and conflicting goals, and one must still make the best decision one can – recognizing that in business no decision is ever “the right one.”

Where Do I Find Case Studies?

You can order case studies from Harvard Business Review or subscribe to The Training Doctor newsletter (right here, at the top of the page) where we release three new case studies each quarter. Additionally, you can always click on the "case studies" category of blog topics, on this page, to view previously published case studies.

Announcing our Teaching Thinking Curriculum

March 23, 2017, Charleston, SC

We are excited and proud to debut our Teaching Thinking Curriculum!

The curriculum is designed to accelerate the development of employee business-skills and is fully customized to achieve an organization’s vision and goals.“

“In a knowledge economy, such as is found in the U.S., we pay people to think, solve problems and make critical decisions; yet those skills are often glaringly lacking within organizations. In just the past year we’ve seen two very high-profile examples in VW and Wells Fargo,” says Managing Consultant, Dr. Nanette Miner.

Through a structured process of learning events, on-the-job assignments, personal assessments and coaching, the Teaching Thinking Curriculum helps employees master a wide variety of business-critical skills such as decision making, working in teams, assessing risk, managing projects, leadership and more.

“The curriculum is designed to accomplish in three-years what would normally take someone 20 or 30 years of work experience to learn and master. The goal is to have a more highly-functioning, productive, ethical organization through increasing the skills of all workers,” says Miner.

The company will begin offering its Teaching Thinking Curriculum beginning in April.

You can learn more about it here.

Teaching Thinking Through Synthesis

Synthesis

According to Bloom's Taxonomy   Synthesis refers to the ability to put parts together to form a new whole. This may involve the production of a unique communication (theme or speech), a plan of operations (research proposal), or a set of abstract relations (scheme for classifying information). Learning outcomes in this area stress creative behaviors, with major emphasis on the formulation of new patterns and structures. According to the Merriam Webster dictionary, one definition of synthesis can be:

a combination of thesis and antithesis into a higher stage of truth

What do these definitions mean for us in the training department? How can we teach thinking through synthesis? Here are a few ideas:

• In relation to Bloom's definition - ask your learners to read a case study, whitepaper or even an article on a topic and then distill it down to (options:) the most important idea, the most critical sentence, a sentence of their own making, three key words.  If you are working with a group of trainees, give each of these assignments to different individuals or small-groups and then compare and contrast their responses.  This process requires people to truly think about the content and how to express that content in a way that is easy to remember and agreed upon by all.

• In relation to Merriam Webster's definition - have learners read two opposing articles, whitepapers, etc. and then come up with a new, balanced viewpoint or stance.  Rarely are ideas completely opposed, so working with the ideas to identify their common ground is very useful in having a well-rounded understanding of a topic.

Teaching Thinking Through Comparison

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One of the best ways to understand or learn something is to relate the new information to something you already know. Most people don't do this naturally, however. They often struggle with understanding new information and resort to memorization rather than working with the material to really understand it and internalize it.

Since most people don't take the time to do this on their own (or don't know how  to), you can assist their learning by designing activities which cause them to focus on this comparison.

One way is to ask them to create an analogy. For instance, How is continuous improvement like a game of golf? Like building a house? Like shopping for a car? Like a basket of fruit?

Another option is to create a story. Assume your learner must learn the inventory  layout in a cooking store. Their story might be about a customer who is throwing  an important dinner party for their boss. What will they need to make it successful?  What would you suggest they buy? Where are those things located in the store?

If you have an on-going curriculum, asking your learners to relate a new topic to  the topics they've already learned is a helpful technique. This type of activity  not only causes them to have to really understand the new material, but to understand  it in a bigger context.

Try any one of these activities in your next training course and see if your learners  don't say, "Oh, now I get it!"

Teaching Thinking through Changing Perspective

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One of the ways you can help people to improve their thinking skills is to ask them  to change their perspective on a topic. To think about it from another point of  view.  This is very easy to do in a training situation - since we have folks captive  and can ask them to try an activity in a way they are not naturally inclined to.

Unfortunately, we often miss this opportunity in training and instead ask our participants  to answer a question based on their own perspective or opinion. For example, how often does your training program ask something along the lines  of: Now that you have read the case study, what are the three main factors affecting  the situation? Since people respond with their own opinion, we never tell them that they are wrong, of course (nor are they wrong), but do we ever conduct "round 2" of the questioning / debrief and ask the learners, What if you were the banker, contractor, pilot in the situation? THEN what would you say are the three most important factors?

Here are two techniques for getting people to change their perspective on a topic:

1. Collaboration - Having learners work in groups is an easy and natural way to  hear more than one perspective. Some care needs to be given to structuring the collaborative activity so that "minority viewpoints" aren't ignored. Perhaps rewarding the group with the most perspectives? Or the most unique perspective?

2. Suggest the other viewpoint - Credit here goes to MindGym and Sebastian Bailey for this simple exercise presented at a conference in 2015.  In this type of activity you'll tell the learner exactly the perspective you want them to take. Bailey's exercise went like this: Close your eyes and picture your living room for 30 seconds.  Now, picture it again, from the perspective of an interior designer. Again, think of your living room, from this perspective, for 30 seconds. Once more, think of your living room, and this time from the perspective of a robber. What are your insights? What do you see differently? What “Ah-ha” moments have you had? What did you "see" as the interior decorator that you didn't see before? What about from the perspective of the robber?

Interestingly, asking people to change the way they view a situation is something  that develops with maturity. It is almost impossible to ask anyone under the age  of 18 to change their perspective on a situation. Once someone IS able to look  at things from various points of view however, it is wise to continually build that muscle and it will expand their thinking abilities in all areas of their life.

Teaching Thinking Through Debate

man at podium

Remember the debate club in high school? It was an excellent tool to help young people think critically about various issues and honing their communication skills to be able to intelligently articulate issues. With debate season upon us in the United States, this is an excellent time to point out the thinking skills that are developed through using debate.

Debate requires someone to construct an argument. That argument can be pro or against, but it must incorporate research, analysis, reasoning, and sometimes synthesis and evaluation in order to establish and substantiate one's position. Debate also requires the debater to master their content, to practice both listening and speaking skills in order to counter the opposing side, and to not only be able to verbalize but also to speak persuasively about their position.

These skills are known on Bloom's Taxonomy (here is a quick and easy definition) as higher order thinking skills. Debate takes one beyond the ability to research and "know" information to the ability to construct something and do something with that information.

An additional benefit of using debate in a learning curriculum is that it helps people to understand how to deal with conflict in a constructive and measured way. Countering an opposing argument does not mean name calling, introducing distracting or off-topic issues, or simply blustering louder than one's opponent.

In a previous blog post, we discussed the importance of using questions to help think. In the context of debate however, questioning skills are more musings: What is my position on this topic? What do others say? How do they substantiate their positions? Am I in agreement or disagreement with others? If I am in disagreement with others, how can I substantiate my own position? These types of questions require the skills of research, analysis, synthesis, reasoning, clarifying ... in other words, thinking skills!

Debate as a thinking skill can be used with any topic and in any industry and is best taught in teams (at least 2 individuals) which helps to expand one's thinking as well. Working with one or more teammates requires collaboration skills in order to create a premise, rationale, and presentation.

All in all, debate is one of the best learning strategies you can employ, in order to boost your employee's thinking skills.

Teaching Thinking through Analogous Associations

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Analogous: Comparable in certain respects.

The story goes that James Dyson - the founder of Dyson vacuums - hit upon his innovative vacuum design by observing how a grain processor got rid of the "dust" (answer: through a funnel / vortex).

One of the deficiencies in our society is that even when we bring the smartest people together to solve a problem, they are often the smartest people on the same topic. Thinking capability can be greatly expanded by looking to analogous fields. Possibilities abound when we contemplate "similar but different" perspectives..

When considering community planning, include sports managers, biologists, and airport general managers for their insights into shared and coordinated spaces..

When tackling photography, include astronomers, glass blowers, and forensic scientists, who all understand how light and shapes are intertwined.

For newer, better ways to "crunch numbers" look to national security intelligence, proficient gamblers, and infographic artists who all see numbers as a representation of something else.

In our experience, expanding your thinking through including analogous fields suddenly makes you the "smartest person in the room."

Teaching Thinking Through Self Assessments and Inventories

Thinking

We all learned Maslow's Hierarchy of Needs and the fact that the pinnacle is self actualization - but what does that actually mean?

Self actualization: the realization or fulfillment of one's talents and potentialities...

Unfortunately most people don't reach the pinnacle of self actualization because they have not been taught a way to achieve it. Using self assessments such as Gregorc, Myers-Briggs or Glenn Parker's Teams and Team Players, can greatly assist individuals in thinking introspectively.

Myers-Briggs helps you realize that not everyone sees the world the same as you or reacts to things in the same way as you do. It helps one to contemplate whether there are alternate forms of response to certain situations. It also helps in understanding that a response which is different from yours is not in any way incorrect.

The Gregorc inventory helps an individual understand their working style preference which can assist in playing to one's strengths as well as helping an individual understand reasons why they might be getting stuck. For instance, an individual who is concrete-sequential may be an excellent worker but may appear as though they cannot manage multiple priorities due to their need for completion of activities in sequence.

Sparking an individual's ability to think introspectively, to appreciate their strengths and weaknesses - as well as others, enables individuals to think in a more broad manner about their actions and those that they work with in order to achieve the best workplace outcomes. Understanding and appreciating that we are not working at odds but rather have complimentary skills is a huge breakthrough in thinking for many individuals.

Teaching Thinking Through Journaling

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Journaling is an incredibly useful technique for teaching thinking skills. It is underused in business (except for nursing) perhaps because it is often associated with emotions - which we rarely deal with in the business world. (We like to stick to facts and rules and processes.)

Journaling is a helpful thinking tool for a number of reasons:

• It causes us to reflect on what has happened, (which, again, is not something we often take time to do) and reflection often leads to introspection and insight.

• It increases vocabulary skill by forcing us to put our thoughts in to cogent words.

• It allows us to analyze a situation more objectively by writing it down, leaving it be, and then revisiting it a few days or weeks later.

• It contributes to emotional intelligence (through introspection and objectivity).

• It can allow us, as trainers, to gain insight into someone's critical thinking

If you'd like to add journaling to your curriculum, here are some questions to have your learners answer. Giving them questions helps to overcome the angst of "what do I write?" The more they become able to answer these questions, the more they will be able to expand their responses and break free of the questions.

• What happened?

• Why did this happen?

• How did _______ affect the situation? (people, policy, activity, etc.)

• How did I react to the situation?

• Was my reaction based on any assumptions?

• What new insight or knowledge have I gained?

• How will my new insight / knowledge affect my future work?

• Is this insight / knowledge / future work context specific - or are their broader implications?