One of the basic truths about education is that if the student doesn’t have some idea what you are trying to teach, or what knowledge you have that would be of value to him or her, then they are not very likely to learn it. They might learn something, and they might find it amusing, but it probably won’t be much help on the test or for the homework. The correct framing of a lesson or a lecture is an essential part of the contract among the members of the class, which is a clear codification of the goals, methods, evaluation criteria, expectations, and syllabus–the student expects this from the students, and the students expect that from the teacher, and the test will have such and such format, and be worth so much of your final grade, etc. I might write more about this on another day, but today I’m just setting the mood for the rest of the entry.
From the title of this blog, you know that I am going to ask a question, and that there are two acceptable answers to my question. Your job is to figure out the question, and the two acceptable answers, before I reveal them.
Today I asked one of my co-workers if he knew how to use a certain technique to solve a problem we have. It’s a relatively well-known technique, but “well-known” in this context means that many people know of this technique, but not everyone knows how to apply it. I know of this technique, and have promised myself that someday I will learn it–in fact, several years ago, I bought a book about it, and then, several years later, after the first book had fallen out-of-date and been superseded by newer, better books, I bought one of those newer, better books. I still have both of them, and they’re sitting right where I put them the day I brought them home from the book store, unread and unopened. But hope springs eternal.
My co-worker answered “no”, and the conversation moved on to other topics. I still need to find someone who can solve the problem; perhaps I’ll get the opportunity to do it myself, if I can find a way to escape from the endless planning meetings I find myself stranded in more and more often.
I have heard an anecdote–whose provenance I have been unable to trace (it is attributed to many different people)–but that seems like a useful parable in my sort of work, where it is so very easy to get bogged down in the details (such as those contained in the dusty books on my shelves) and lose sight of the true goal, and where it is also so easy to get distracted by setting unrealistic or hopelessly optimistic plans that lack all necessary detail. I will now relate it to you.
An architect is looking for workers to help construct a new building he has designed. Lacking local connections, he knows nothing of the reputations of the construction companies in the area. Desperate, he visits several construction sites, looking for good people. He stops at the first site, where he sees a man digging a hole with a shovel, and asks the man what he is doing. “I’m digging a hole, dumb-ass,” responds the man. The architect moves on to the next site, where he sees a man hammering nails into a board, and asks him what he is doing. “I’m nailing these two boards together, idiot,” says the second man. Dismayed, the architect moves on to the third site, where he sees a man sweeping up sawdust, and asks him what he is doing. “I’m building a cathedral,” responds the man with the broom. “I would like to hire you, at a significant increase in salary and benefits,” answers the architect.
The most valuable people are those who can relate the minutia of their work to their goals, and accept the necessity of accomplishing all of the little things that are necessary in order to reach those goals. It is not beneath a construction worker (or an architect, or a vice president) to sweep up sawdust; it has to get done.
Whether it is cost effective, and whether the customer will scream when he or she discovers that a vice president with a billing rate of hundreds of dollars per hour is sweeping the floor, is another question–but it is a question of economics, not pride, dignity, or necessity.
I am always looking for floor-sweeping cathedral-builders for my team, but they are few and always in great demand, and so I usually have to be content with people who are talented at sweeping (like me) or people who have a grand and glorious vision and the ability to convincingly articulate it to our customers–an extremely valuable set of skills, without which my company would have no customers, and therefore I mean them no disrespect. (Quite the contrary; it’s a skill I simply don’t have, and the people who do have bigger offices and much bigger paychecks than I do, so I would love to have it.) But a person in my position, which is that of keeping the promises that the visionaries have made, needs all the cathedral builders available.
After talking to my co-worker, I realized that he was not going to be of any help in solving the particular problem I need to solve, but it was worse than simply that. I began to wonder whether he was going to be much use in helping me solve any of other problems I have on my ever-growing list. I was very concerned about his answer.
Let us consider some of the answers he might have given, and why he might have given them.
He might have said “no”, even though the truth was “yes”, simply to avoid the work or get me out of his office. This would have made me question whether he really had any commitment to the group, and would effectively end our relationship.
He might have said “yes”, even though the truth was “no”, in order to get this plum assignment (you never know what someone will consider a plum…) and then throw my planning into disarray with slipped schedules and slipshod work as he tried to cover up and correct his ignorance.
So what answers are acceptable? Consider the cathedral builder. When you’re building a cathedral, and someone asks you whether you’ve figured out how to put on the roof–a problem that cannot be avoided–there are really only two answers: “yes“, and “not yet“.