Confessions from a Former School Psychologist

It has been five years since I last touched a WISC kit or any other testing kit.

No, this is not my introduction to a school psychologists’ anonymous meeting, but rather a reflection on the biggest change that I have undergone since handing in my testing kits and becoming a school administrator.  Otherwise, so many of my skills and training as a school psychologist have transferred directly to my new role.

As a school psychologist, I was very fortunate. I worked in a school district that supported an excellent student to school psychologist ratio and our leadership in student services pushed us to support our students through more than just the refer-test-place process. I actively consulted with teachers, had ample time for counseling, and was heavily involved in the implementation of my schools’ positive behavior and intervention support (PBIS) programs. I helped develop student support teams in my schools while working to make sure that the more restrictive special education placements that I supported worked successfully. All of this existed in a collegial atmosphere of our psychological services office which encouraged us to grow and collaborate as practioners.

Somehow, in the midst of this, I came to a conclusion that I was feeling limited by my role. As I worked to support PBIS and other programs, I was restricted, not because of anyone’s conscious desire, but because as a school psychologist, I often functioned parallel to the educational system that I supported. While I could consult, advise, and plan, I was unable to supervise or mandate and certainly did not have direct access to a budget to support my efforts. Perhaps most importantly, I wanted to a have a different kind of impact on changing the school environment that I saw as a factor in my students’ difficulties.

It was at this point that I decided to pursue additional training as a school administrator. Since that initial certification as a school administrator, I have continuously marveled at the overlap between my two chosen fields. While I am now in a position to supervise teachers, I get my best results when I apply my skills as a teacher consultant. The line of students and teachers who just want a few moments to chat and get something off their chests has not change; I’m just in a different place to address them. Likewise, I still support our intervention teams as we work collaboratively to eliminate student problems.

There are differences, of course. As an administrator, I worry about the budget that I once longed for. Sometimes, what had been a supportive consultation with a teacher needs to move to being a directed conversation where my authority as the principal is used. Mundane issues, like the boiler or trash in the cafeteria, can fill my days and sometimes I feel a greater distance from the students that I went into both of my careers to help.

At the end of the day, though, I am grateful to have had the opportunity to have crossed the bridge between school psychologist and school administrator. Most of my colleagues in administration are former teachers. Very few share my background as a school psychologist. Yet, it is this background that I feel has made me a more effective instructional leader and helps me navigate the often murky waters of school administration.

Cross-posted at Musings of an Urban School Psychologist.

Nudging Enough?

In moving to Long Island this past summer, traffic (and trying to avoid being stuck in it) became an integral part of my life. in Baltimore, I had been blessed with a commute that could be measured in feet, not miles, and walking to work was an option, that in hindsight, I should have taken advantage of more often. Now as I get up each morning, I offer a short prayer that the Long Island Expressway is accident free so that my ride to and from work is without incident.

Prior to this, I probably would have passed on watching Jonas Eliasson's Ted Talk on How to Solve Traffice Jams. I have very little interest or skills in urban planning and this topic seemed a little further afield than the types of Ted Talks that tend to peak my interest. I clicked play, however, because I had just been caught behind the residue of several accidents coupled with congestion that had made my commute close to unbearable that morning.

Eliasson's analysis of the traffic congestion in and around Helsinki revolved around the use of a congestion charge that was levied on cars that were using a series of bridges to enter Helsinki (sounds suspiciously like how to get into Manhattan). These bridges were the bottlenecks that then led to backups in other areas around Helsinki. Eliasson's analysis of the situation showed that the congestion charge pulled enough cars off the road to have a serious impact on traffic congestion because of being a nonlinear phenomenon. In other words, once the traffic was reduced past a certain threshold, it appeared to be dramatically less.

Eliasson's comments about the experiment with traffic Helsinki brought two realizations to mind. The first was that the traffic congestion charge was equivalent to the classic nudge. It wasn't a significant amount, but it was just enough to get enough people to change their behavior over a period of time that it impacted the traffic patterns around Helsinki. Subtle, but perceptible guidance to change another's behavior can be more effective than getting up on your hobby horse and yelling at everyone to change.

The second realization is that you do not have to get everyone to change in order to create change. Despite our desire to view the world as having linear relationships (e.g. as x increase so does y), not everything does. We actually can impact change by just engaging with a critical mass of teachers, students, or other stakeholders to change the perception of things on the ground.

Too often, we fall into the trap of insisting on change as a mandate and pushing people towards it. I've frequently discovered, particularly with my two preschool aged daughters, that this strategy just doesn't work. It creates resistance and resentment. As I contemplate the changes that I would like to be putting in place at my school, I'm reflecting on how best to "nudge" and how to target that nudging to have the most impact.