Highlighting Critical Information
Element 17: Reviewing Content
Element 18: Revising Knowledge
Element 19: Reflecting on Learning
Element 20: Assigning Purposeful Homework
Element 21: Elaborating on Information
Element 22: Organizing Students to Interact
Planning
Implications for Change
Element 23: Noticing and Reacting When Students Are Not Engaged
Element 24: Increasing Response Rates
Element 25: Using Physical Movement
Element 26: Maintaining a Lively Pace
Element 27: Demonstrating Intensity and Enthusiasm
Element 28: Presenting Unusual Information
Element 29: Using Friendly Controversy
Element 30: Using Academic Games
Element 31: Providing Opportunities for Students to Talk About Themselves
Element 32: Motivating and Inspiring Students
Planning
Implications for Change
8 Implementing Rules and Procedures
Element 33: Establishing Rules and Procedures
Element 34: Organizing the Physical Layout of the Classroom
Element 35: Demonstrating Withitness
Element 36: Acknowledging Adherence to Rules and Procedures
Element 37: Acknowledging Lack of Adherence to Rules and Procedures
Planning
Implications for Change
Element 38: Using Verbal and Nonverbal Behaviors That Indicate Affection for Students
Element 39: Understanding Students’ Backgrounds and Interests
Element 40: Displaying Objectivity and Control
Planning
Implications for Change
10 Communicating High Expectations
Element 41: Demonstrating Value and Respect for Reluctant Learners
Element 42: Asking In-Depth Questions of Reluctant Learners
Element 43: Probing Incorrect Answers With Reluctant Learners
Planning
Implications for Change
Recommendation 1: Create a System That Ensures Teacher Development
Recommendation 2: Focus on Unit Planning as Opposed to Lesson Planning
Recommendation 3: Use Blended Instruction
Recommendation 4: Ensure a Guaranteed and Viable Curriculum Involving Cognitive and Metacognitive Skills
Recommendation 5: Rely on Classroom Measurement
Recommendation 6: Change Report Cards
Recommendation 7: Adjust Scheduling to Address the Differential Effectiveness of Teachers
Recommendation 8: Gradually Move to a Competency-Based System
Conclusion
About the Author
Robert J. Marzano, PhD, is the cofounder and chief academic officer of Marzano Research in Denver, Colorado. During his fifty years in the field of education, he has worked with educators as a speaker and trainer and has authored more than forty books and three hundred articles on topics such as instruction, assessment, writing and implementing standards, cognition, effective leadership, and school intervention. His books include The Art and Science of Teaching, Leaders of Learning, The Classroom Strategies Series, A Handbook for High Reliability Schools, Awaken the Learner, and Managing the Inner World of Teaching. His practical translations of the most current research and theory into classroom strategies are known internationally and are widely practiced by both teachers and administrators.
He received a bachelor’s degree from Iona College in New York, a master’s degree from Seattle University, and a doctorate from the University of Washington.
To learn more about Robert J. Marzano’s work, visit marzanoresearch.com.
To book Robert J. Marzano for professional development, contact [email protected].
INTRODUCTION
The History of The New Art and Science of Teaching
The history of The New Art and Science of Teaching reaches back to the 1980s when my colleagues and I synthesized the research and theory on the effective teaching of thinking in the book Dimensions of Thinking (Marzano et al., 1988). Relatively soon after, I authored A Different Kind of Classroom (Marzano, 1992), which combines strategies for teaching thinking with more general strategies for classroom management, engagement, and assessment. These works present a comprehensive synthesis of the research on teaching and provide deep-level background to The New Art and Science of Teaching.
The more proximal ancestry of The New Art and Science of Teaching dates back to the turn of the 21st century. In the book Classroom Instruction That Works (Marzano, Pickering, & Pollock, 2001), my colleagues and I identify nine research-supported instructional strategies. In 2003, with my colleagues I wrote a companion book titled Classroom Management That Works (Marzano et al., 2003) and then another companion book in 2006, Classroom Assessment and Grading That Work (Marzano, 2006).
While I am gratified that each book has been relatively popular and influential, I am not pleased that some have interpreted them as listings of instructional strategies that are “proven” to enhance learning for students. In fact, the nine instructional strategies in Classroom Instruction That Works have been