Teacher Empathy Key to Student Engagement

Photo from Smithsonian.com

There is a lot of discussion in the social media-stratosphere about anxiety, depression, and other stress-related issues being experienced by larger numbers of students than in the past. There has been research related to many of those topics but not so much on how we as faculty can respond. But there is a recent article by Sal Meyers, Katherine Rowell, Mary Wells, and Brian C. Smith, who teach and work at community colleges, about what they call 'teacher empathy." They note it is a term first used by Psychologist Carl Rogers in Freedom to Learn. Teacher empathy, according to Rogers, is the most potent factor in bringing about change and learning in the relationship between students and teachers. Leading with interpersonal empathy, which is described as the "processes whereby one person can come to know the internal state of another and can be motivated to respond with sensitive care, the research cites the theoretical work of Batson and Segal. Meyers, et. al. note that because we are dealing with groups in our courses, social empathy comes into play. They note "the ability to understand people by perceiving or experiencing their lived situations and as a result gain insight into structural inequalities and disparities" is equally important for teacher empathy to exist. The paper goes on to offer a number of suggestions on how to become a more empathetic teacher. Read the entire article here.

Do you have a social network at your college? Are there people who support what you do and help to make you better? Have you established a mentoring relationship that provides you with the reinforcement or validation you may need at certain times? Dr. Maryellen Weimer shares in a recent post that she is thankful for her colleagues for a number of reasons. In writing the article, she also is able to create a list of expectations we should consider when reaching out for mentoring. She writes, "My colleagues disagree with me. They also agree, but it’s the disagreements that are rich with learning potential. I appreciate that my colleagues call out my arguments that aren’t persuasive, point out when what I propose doesn’t make sense, and just plain flat out tell me I’m wrong. Sometimes I am, but it’s the process of finding out that’s instructive and appreciated (usually after the fact, however)." A good mentoring relationship leaves both of the participants better off after the interaction. Because of the stress we encounter in our chosen professions, having a good mentor (whether senior-junior or peer-to-peer) can really make a difference over the tenure of our careers in academia.