educational development

EDC 2021 Conference Take-aways

I attended parts of the online Educational Developers Caucus Conference Celebrating, Connecting, and Caring for Ourselves in February.

I challenged myself to publicly post a few take-aways from each session because I wanted to share my learning and figured this would be a good strategy to help me stay present at the sessions.

Here are the sessions I attended:

Contract positions in educational development

Keynote presenters: Tim Loblaw & Ruth Rodgers

Show and tell videos

Caring for our community: When will wellbeing be a priority?

Keynote presenters: Klodiana Kolomitro & Natasha Kenny

  • Padlet link:


6 tips for starting a mastermind group in higher education

people participating in a facilitated meetingOver the past few years, I have participated in and facilitated several different types of mastermind groups (MMG) within and outside of higher education. (If you are not sure what a MMG is, see my earlier post here).

Most recently, I designed and co-facilitated an in-person MMG for educators in the first-year experience (FYE). The group was open to anyone who identified as an educator of students who are in their first year of an undergraduate degree. In this particular offering, there were 9 participants and the group was comprised of faculty members and staff at the University of British Columbia (Vancouver campus).

Given my positive experience with MMG, and the growing interest within the POD Network, I wanted to share some resources that will help you start your own.

Tips for the set-up phase

Here is a list of tips I have compiled to make the facilitator’s life easier in the setup phase:

1. Be as clear as possible about the purpose of the MMG when you advertise it. See here for how we articulated the purpose and structure for the MMG for FYE. In your introductory text, you may wish to:

  • define what a MMG is and isn’t (and, possibly, address some people’s aversion to the term?)
  • briefly explain what a spotlight is since it is a key feature of MMG

2. Once you have determined the purpose of your MMG, decide on the number of meetings and frequency of your meetings. We found that 4 meetings, every 2 weeks, worked well for this MMG. Meeting every 2 weeks allow the group’s energy to be sustained without overwhelming people with weekly commitments.

3. Set meeting dates/times ahead of time if (like me) you have an aversion to Doodle polls and to spending a lot of time trying to accommodate multiple people’s schedules. I found it easier to have the dates/times (and room bookings) pre-determined so that potential participants could easily ascertain whether they were available.

4. Begin to advertise the MMG approximately 2 months before the start date. This will give you a chance to promote it, answer questions from interested parties, and will augment the chances that people can block off the time in their calendar.

5. Consider a 2-step application process. For the MMG for Educators in the FYE, the first step asked potential participants to confirm that they could make 3 of the 4 meetings and that they were, in fact, actively involved in the FYE. The second step allowed me to reach back out to people and clarify anything that needed clarification and/or to immediately “accept” their application. See here for the wording/messaging that appeared on the CTLT website.

6. Specify whether the group is closed or open and who (if anyone) has permission to invite other participants. My preference is for a closed group that is consistent throughout the duration of the MMG.

I will be sharing more in a future post. If you have any questions, please reach out to me at isabeau(dot)iqbal(at)ubc(dot)ca. I am sure I’ve forgotten some details that would be helpful to others.

Connected Teaching (short book review)

This post was written for “What we’re reading“, a feature in the UBC Centre for Teaching, Learning and Technology’s Dialogues newsletter.

It is a short review of “Connected Teaching” by Harriet Schwartz, PhD.

Book cover for Connected Teaching by Harriet Schwartz


In post-secondary teaching and learning, relationships matter.

They matter as much as (and possibly more than) course design, proper use of technology and other elements we typically associate with promoting understanding and “good teaching.”

Given my interest in the role of emotions in teaching and learning, I was eager to read Connected Teaching by Harriet Schwartz, PhD.

This book addresses the significance of the connection between students and faculty members and explores “teaching as a relational practice.” Drawing from Relational Cultural Theory (a theory Schwartz helps her reader learn about throughout the book), the author argues that “we are at our best when we have the capacity to engage and maintain growth-fostering relationships”. These relationships need not be long-term and can occur even in a single meaningful interaction.

Connected teaching, Schwartz describes, consists of five elements: energy, knowledge, sense of worth, action and desire for more connection. She proposes that care, presence, invitation and enthusiasm are essential elements of connected teaching because they convey to students that they matter and that their challenges are real.

What I especially appreciated about this book is that Schwartz does not depict connection as an easy process or a given. She writes honestly about disconnection, power, shame, blind spots and boundaries. That is, she is upfront about the challenges involved as we aim to build connection(s) with our learners.

What remains most with me about this book is Schwartz’s compelling messages about mattering and how it is central to connected teaching. Her work echoes other scholars’ work (see, for example, The Undergraduate Experience: Focusing Institutions on What Matters Most by Felten et al.), who have highlighted the importance of creating a sense of belonging to student learning. To “matter,” reminds Schwartz, is to feel we have a place in others’ lives, and our presence makes a difference to them.

If you are keen to explore the role of connection in teaching and learning, I recommend Connected Teaching.

Interested in learning more about Connected Learning before reading the book? Listen to this Teaching in Higher Ed podcast episode where Harriet Schwartz discusses her book.

Schwartz, H. L. (2019). Connected Teaching: Relationship, Power, and Mattering in Higher Education. Stylus Publishing, LLC.

Revising (or writing) your teaching philosophy statement

2 pencils on yellow, teaching portfolioI’m facilitating a session on the teaching philosophy statement (TPS) next month. The entire focus of the session is to look at samples of strong TPS and “analyze” them in order to better understand how to write a TPS. This session is being designed in response to requests by faculty members who are part of the Teaching Development Program and who must, as part of the program requirements, write or revise their TPS.

Below are some useful (I hope) first steps. The steps were written with the new(er) faculty member in mind and/or for the person who is new to an institution. My thinking behind these steps is “How do I support faculty members in moving past the anxiety they feel as they think about revising or writing their TPS?”.


Reacquaint yourself with your TPS.

  1. Find your TPS.
  • Highlight all the phrases or sentences where you describe your beliefs about teaching.
  • Highlight (in another colour) all the phrases or sentences where you give succinct examples of how you enact these beliefs.
  • Reflect on whether the teaching activities you provide as examples align with your stated beliefs. (If they don’t, revise)

Inquire into your department’s expectations and/or guidelines for teaching dossiers for your specific appointment type.

Find out:

  • Are you required to have a teaching philosophy statement and dossier?
  • If so, for what specific purposes (merit, promotion, tenure, other?)?
  • Who reviews your dossier and when does that happen?
  • What constitutes a strong TPS or dossier in your department?

Connect with a few colleagues within your department and ask if they would be willing to share their teaching philosophy (or entire dossier) with you.

Other questions to consider asking your colleague(s):

  • Would you be willing to provide feedback on my TPS?
  • How have you used your TPS and/or dossier in your career progression?


Your (the reader’s) feedback and comments welcome! How do you support the faculty members you work with to get started?

Photo by Joanna Kosinska on Unsplash


(This post was originally written for and published on the BC Campus Online Reading Club site). The book being referenced is Small Teaching by Dr. James Lang.


I was attracted to facilitating this chapter because, as a learner, I make minimal use of self-explanation and was curious to see how it might “serve” me to do so more often in my educational developer role and as I consult with faculty members.


10/365 Spiral by clogsilk


What is self-explaining and does it work?

(The nutshell and punchline for those who are pressed for time and/or impatient.)

The basic premise of self-explanation is that learners benefit from explaining out loud to themselves or others what they are doing during the completion of a learning task.  The best self-explanation techniques prompt learners to articulate what they are doing and why they are doing it.

Lang concludes this chapter by pointing out that research has yielded mixed results when it comes to the learning benefits of self-explanation; in some cases, learners with minimal knowledge of a subject benefit, whereas in other cases it is those with more knowledge who benefit.

How self-explaining works

In previous chapters, Lang underscored that mindful practice and mindful learning during practice foster learning and retention.

Self-explanation is a technique for fostering mindful learning during practice. It can help with that vexing problem of far transfer (or lack thereof)–that ability to carry theories or principles from the initial context to a new context.

Self-explanation can also help improve the learner’s comprehension when it requires individuals to make connections between their knowledge and their skills.

Summarizing research done in this field, Lang writes that the practices below foster learning during self-explaining.


  • tie specific problems to general principles and connect knowing and doing
  • monitor their own comprehension and can admit to being stuck
  • actively seek to fill in the gaps in their understanding when they feel stuck
  • are able to re-state different aspects of the problem in their own words

Self-explanation fosters learning because this approach helps learners:

  1. “Fill gaps and make inferences in learning productive ways” .
  2. “Modify and improve their existing perceptions or knowledge of a subject matter” (p.147)

Does self-explaining that is prompted by instructors foster learning?

One of the questions that especially piqued my curiousity in this chapter is the one that asks “Do self-explanations that are generated by teacher prompts have the same effect as self-explanations that are spontaneously generated by students?” (p.143).

According to the research that Lang reviewed, self-explanations generated by teacher prompts enhance learning and understanding when students receive immediate feedback.

The small teaching strategy that was cited several times in this chapter, as an example of a teacher-generated prompt, was that of asking students to select, from a drop-down menu, what principles are at play. When prompts are inserted into an assignment at key points, students must reflect on how certain principles are being applied in a specific context. This then helps with the issue of transfer because it requires students to make inference rules.

Citing Chi, Bassok, Lewis, Reiman, and Glaser (p. 178, 1989) Lang writes “Inference rules ‘spell out more clearly the specific conditions or situations in which a specific action is to be taken.’”

Ways to use self-explaining in your teaching

“When using self-explaining, create opportunities that require students to select or articulate principles as they are making choices, searching for solutions, or revising their work” (p.156).

  • Ask students some variation of “Why are you doing that?” as you walk around the class while students are working on their own. (I think this would need to be carefully set up so it doesn’t terrify the students).  (similar to “think aloud” below).
  • Model self-explanation by using the “think-aloud” method as you read a passage or work through a problem. Alternatively, ask students to think out loud as they make decisions (p.154-155 or see Teaching Strategies: Think Alouds [geared to K-12, but useful]).
  • Use a drop-down menu at multiple points during an assignment to prompt students to reflect on the underlying principle at play. Doing so will, ideally, guide their next step.
  • Find ways to provide immediate feedback to students when they are engaging in self-explanation.
  • Scaffold this approach so it does not “over-tax” the students’ brains.
  • Use a “backward fading” approach in which students first observe a problem being worked out, next work out 1-2 steps on their own, and then complete the problem entirely on their own (see p.148 or Teaching with Worked Examples – Save learner time and effort while increasing performance!). (p.148)
  • Ask students to select X (e.g., 3 slides, or one particular section of an assignment) and write a short explanation of their choice. (p.152)
  • Incorporate self-explanation into peer instruction (p.152-153).

1.  I have bolded select in the quote above because it was found that selecting, rather than generating, fostered learning. When students had to generate the principles, it added to their cognitive load in a way that was unproductive (see p.149 for more).