Professional Documents
Culture Documents
Sending a message to the other students that the teacher can get hooked into a power
struggle.
Sending the message to the other students that when a student says no to the contract, he
or she is given only short-term pain and not held responsible in a meaningful manner.
REFLECTION
13.8
How do you tend to respond when students challenge you? What happens when you take the
challenge and engage the student?
What do you do to address level II cases in which a student challenges you other than
to react unconsciously to the personal offense? Curwin and Mendler (1986) offer a process
for dealing with a power struggle successfully. It provides a coherent and sensible approach
to dealing with student-teacher conflic that will save pain and suffering. Considered within
the context of the social contract, it has the following effects:
Indirectly teaching (social learning model) that living up to the commitment to the social
contract takes precedence over selfishnes
Teaching that a game or emotional hook is not going to work to change the rules that are
outlined by the social contract
13.9
REFLECTION
Recall the social learning model here. What does public implementation create? How does the
audience factor affect the students thinking?
265
Step 3: Avoid being hooked in by the student. If the student tries to hook you in by making
you feel guilty or responsible for his or her inappropriate behavior, ignore the hook and
give the responsibility back to the student. A hook is intended to shift the focus externally
to you or some other factor. The student is acting to shift blame and pull you in. If you
become drawn in on a personal level, the student is in control.
REFLECTION
What hooks have you heard students use? Share your story with your colleagues or classmates.
Reflect on what the hooks are intended to do and why it is so tempting to play into them.
13.10
266
she can choose to accept a more significan consequence, such as losing the opportunity to
be present for part of the class or activity. Calmly repeating the agreement can reinforce
the point to the student that he or she needs to make a choice or take responsible action.
The rest of the conversation is secondary. Be careful not to badger the student. A calm
or encouraging affect can be effective; aggressiveness will be counterproductive. There is
no need to escalate or act out your power. In fact, you already have the very real power
of the social contract and your rights as a teacher.
13.11
REFLECTION
When you visualize a power struggle with a student, do you find yourself naturally wanting to
be either aggressive or feeling fearful? Take a moment to visualize a power struggle situation.
What emotions do you feel? Now visualize the interaction without fear or aggressiveness; simply
include awareness and clear communication. Can you feel your thinking becoming clearer, and
can you see the student as less threatening as well?
Step 7: Put your emotional energy into constructive matters. After you have communicated
the choices, it is not useful to dwell on the students behavior. There is no need to hover
or pressure the student. Shift your attention back to your teaching. Model constructive,
rational, positive behavior.
Applying the Steps to a Classroom Situation
Let us apply the seven steps to a classroom situation in which a student exhibits level II
misbehavior and challenges the teacher to a power struggle. Assume that the teacher has
done an effective job of developing the social contract and creating clear expectations in the
class. On this day, for some reasonperhaps displaced aggression from an earlier parent-child
interactionthe student tries to engage the teacher in a power struggle.
Imagine that you have just completed an activity in which students individually complete
a project requiring them to use paper and poster-making materials. You give the class a
five-minut warning before asking them to clean up their desk areas and get ready to go. As you
are about to dismiss them, you note that some paper scraps remain on one desk. According to
sound technical management principles (and consistent with your social contract), you calmly
repeat, When all the desks are clear and all the materials are put away, we can go. On
just about any other day, this would have been suff cient to motivate all the students to fulfil
their responsibility to the class and the social contract. But today is different: one student does
not move to clear the desk. Lets suppose that the student is hinting at his disposition on the
matter by avoiding eye contact with you. As your blood pressure begins to rise, you remember
that you need to be purposeful and deliberate and use this opportunity to take a step forward
in your own conflic skills, toward better classroom relationships and improved clarity of the
classroom social contract. You dismiss the rest of the class and ask the student to stay.
Here is how to apply the seven-step process in this power struggle:
Step 1: Consider if your actions may have been a contributing factor. Consider that there
may have been an occurrence during the activity that the student may be reacting to. Did
you possibly make an inadvertently derogatory comment about the work, or have you
perhaps alienated the student in the past? If so, this is a good time to do some healing.
However, no matter what has happened, the bottom line is the samethe student agreed
to live up to the social contract, and part of that responsibility is to do his part of the
cleanup. Your request was reasonable. You are the facilitator of the contract, so it was your