Lectures, Teams, and the Pursuit of Truth

One of these days, soon, I’ll post something about teaching. Since I’m not teaching this year, I have had a chance to pull together some thoughts about it.

In the meantime, here are a few comments I posted elsewhere. First, I discovered, to my great surprise, that Andrew Gelman seeks to “change everything at once” about statistics instruction—that is, make the instruction student-centered (with as little lecturing as possible), have interactive software that tests and matches students’ levels, measure students’ progress, and redesign the syllabus. While each of these ideas has merit and a proper place, the “change everything” approach seems unnecessary. Why not look for a good combination of old and new? Why abandon the lecture (and Gelman’s wonderful lectures in particular)?

But I listened to the keynote address (that the blog post announced) and heard a much subtler story. Instead of trumpeting the “change everything” mantra into our poor buzzword-ringing heads, Gelman asked questions and examined complexities and difficulties. Only in the area of syllabus did he seem sure of an approach. In the other areas, he was uncertain but looking for answers. I found the uncertainty refreshing but kept on wondering, “why assume that you need to change everything? Isn’t there something worth keeping right here, in this very keynote address about uncertainties?”

Actually, the comment I posted says less than what I have said here, so I won’t repeat it. I have made similar points elsewhere (about the value of lectures, for instance).

Next, I responded to Drake Baer’s piece (in New York Magazine’s Science of Us section), “Feeling Like You’re on a Team at Work Is So Deeply Good for You.” Apparently a research team (ironic, eh?) lead by Niklas Steffens at University of Queensland found that, in Baer’s words, “the more you connect with the group you work with—regardless of the industry you’re in—the better off you’ll be.”

In my comment, I pointed out that such associations do not have to take the form of a team—that there are other structures and collegial relations. The differences do matter; they affect the relation of the individual to the group. Not everything is a team. Again, no need to repeat. I haven’t yet read the meta-study, but I intend to do so.

Finally, I responded to Jesse Singal’s superb analysis of psychology’s “methodological terrorism” debate. Singal points to an underlying conflict between Susan Fiske’s wish to protect certain individuals and others’ call for frank, unbureaucratic discussion and criticism. To pursue truth, one must at times disregard etiquette. (Tal Yarkoni, whom Singal quotes, puts it vividly.) There’s much more to Singal’s article; it’s one of the most enlightening new pieces I have read online all year. (In this case, by “year” I  mean 2016, not the past twelve days since Rosh Hashanah.)

That’s all for now. Next up: a piece on teaching (probably in a week or so). If my TEDx talk gets uploaded in the meantime (it should be up any day now), I’ll post a link to it.

The Ubiquitous Team

Humans enjoy (and sometimes suffer from) a richness of relations. We first form bonds with family members, then start to make friends of different kinds. As we get older, we join groups, collaborate with others, and participate in many kinds of associations. Throughout all of this, solitude allows us to make sense of our relationships, come back to ourselves, and regather our strength and thoughts. Often relations change or break; often they renew themselves in different forms.

Today the concept of the “team” has overtaken all other associations. Just about every group gets called a “team”; and relations outside of teams get short shrift. It is even common to address people as “team.” The problem is not with teams or teamwork but with their ubiquity: the insistence that everyone be part of a team and the suggestion that any resistance at all to the team is a show of personal selfishness or weakness.

The team is just one form of association. Its role is to work toward a concrete goal in a tightly coordinated manner. For instance, if you are an athletic team, your goal is to score more points than the opposing team. You work together toward that end. No single athlete’s brilliance matters unless it contributes to that goal. Likewise, if you are working with others on fundraising (for instance) and have a specific target to achieve, then those contributing to the achievement of the goal are acting as team members.

But there are many forms of collaboration and association that are not quite team-like. A musical ensemble, for instance, is not typically called a “team” (though this is changing as the “team” denomination spreads over onto everything). Although musicians work tightly together, there is a soul to what they do, a kind of solitude to each contribution. Also, the goal is somewhat concrete but not only concrete. A concert goes beyond attaining a goal.

In addition, many associations benefit from the differences and divergences of the members. The work may not be tightly coordinated at all. For instance, in a college English department, the faculty may have different areas of specialty and different approaches to literature. Insofar as they can engage in dialogue, insofar as they have enough common ground, and insofar as the students benefit from their differences, it is good for their efforts not to be too strictly defined and pieced together. As the economist John Jewkes noted in 1958, overemphasis on teamwork can diminish not only individuals, but dialogue between them.

Beyond that, the richest personal and professional associations are often not group relationships, but one-on-one collaborations, friendships, and partnerships. Rarely can a group attain the understanding, rapport, and sympathy that exists between two. When the team is treated as the pinnacle of relations, even personal conversation, even original ideas get subordinated to the team. There is subtle pressure to include others in conversation at all times, to avoid saying things that stand out, to give others credit for one’s own work, and to reserve one’s highest praises for the team.

Teams and teamwork are not bad in themselves; they have an important place in daily life. Most of us have situations where we need to work tightly with others and where our own thoughts and wishes must recede for a while. Yet there is also work that we do better alone or with select others–and work that isn’t quite teamwork. Also, we must not always be working; there must be room and time for thought, exploration, rest, and laughter.

Learning to serve a larger endeavor is also valuable–but there are times not to do so, and many ways of doing so. It is at least as important to diverge from the group–when such divergence is genuine–and to question group assumptions. This may interfere with “teamwork” in the sort run but may actually enrich the work and the relations. As far as I know, we only get one life on earth. It would be a shame to waste it by flattening oneself.

So, without disparaging the team in itself, without dismissing its specific value, I resist its ubiquity with all my heart and soul. There are many more ways to be with oneself and others.

Questions of Community

There are several related idols in contemporary culture: the group, the team, and the community. Each one has a different character, and each one has benefits and dangers.

I have discussed the pitfalls of group work on numerous occasions–most recently, in an interview with The Guardian (UK). I do not mean that group work is necessarily bad; it is just overemphasized. Thinking on one’s own–or participating in a whole-class lesson–gets short shrift.

In addition, I have discussed problems with the concept of a team. Teams have their place (many places, actually), but not every group or association is a team, nor should it be. Much important work is done by individuals and can be shortchanged by a team.

In relation to the above, I have also examined how collaboration differs from group work, and how belonging and apartness combine in education.

Today I will look at a somewhat touchier subject: community. Community, as I understand it, is an association of individuals with a loose common bond, be it geography, a common interest or attitude, or some other common characteristic. To many, community is an automatic good; what could possibly be wrong with having something in common with many others and, on account of this commonality, being part of a larger whole?

Indeed, there is much to be said for it; many of us have longed to be part of a community of some kind and have rejoiced when we found one. But the word can be misused.

For one thing, as David Bromwich points out in Politics by Other Means (1992), it can be invoked manipulatively, for ideological ends. (Sometimes the “community” invoked might not even exist as such.)

Or the word might be invoked in reference to the most popular activities or views–and not in reference to the outliers. In my experience, “Support your community” rarely means, “Support the individuals within it.” Instead, it seems to mean, “Support those things that the majority supports, those things that draw a crowd.” I do not mean that the things that draw a crowd are unworthy–but a true community should have room for more. A genuine community, as I understand it, would honor its minorities, dissidents, independent thinkers, and others who don’t fit the group. There are circles within circles; the largest subcircle is not the whole (unless it is, of course).

I am likewise wary of communities where the members, because of the very nature of the bond, conceal important thoughts by choice or necessity–for instance, a “supportive community of writers” where everyone is supposed to praise everyone else. There must be room for genuine criticism; support should not be equated with applause.

Or take a workplace. Is that and can it be a community? It depends; at various jobs, I have become friends with my co-workers. Sometimes the entire staff has bonded. But no matter how warm the workplace, one must remember that at some level, it is a job. There is work to be done. Friendship and fellowship can form within it–but that should not be the expectation.

All of these pitfalls can be addressed with careful use of the word. There are different kinds of community, each with its offerings and restrictions. If one uses the word carefully, one can avoid being deceived by it. But there is still another danger.

Belonging to a group is meaningful only if some true fellowship exists in it. Fellowship between two may be the best and strongest kind. As Emerson writes in his essay “Clubs” (the ninth chapter of Society and Solitude), “Discourse, when it rises highest and searches deepest, when it lifts us into that mood out of which thoughts come that remain as stars in our firmament, is between two.” Yet a community often interferes with the fellowship of two (or with solitude, for that matter); the individuals come under pressure to include others in their group, to level out their conversation, to accept the common denominator. If a community can make room for friendship and idiosyncrasy, if it does not try to smooth everyone down, if it recognizes that some affinities will run deeper than others, then it can be strong.


A Dream of Uncertainty

Yesterday I sat for a while on a bench in Riverside Park, listening to the water and the wind (and traffic). I had a chance to sort through the many events and conversations of the week. It has been an exhilarating and exhausting time: my students’ philosophy journal received a great review, a paperback edition of my book just came out, and my classes have been lively. More exciting events lie ahead—and, as usual, I have piles of homework to grade and a backlog of errands and duties.

In the midst of this, I have a slight ache, which goes back to the subject of my book. It has been a long time since I heard someone praise—or even acknowledge—singularity and independent thought. (The one recent exception was Susannah Heschel, who gave a wonderful lecture yesterday about her father, Abraham Joshua Heschel, and his relationship with Rabbi Marshall Meyer [1930-1993]). One thing she said that struck me is that we have a responsibility to let ourselves be uncertain.

In general, what I hear all around me is “Go Team.” People are praised insofar as they serve the team; teams are praised insofar as they are teams. (G. K. Chesterton would have had a field day with this phenomenon.) The word “community” likewise comes in hardened dogmatic form (as David Bromwich notes in his 1992 book Politics by Other Means). As it is commonly invoked, the “community” doesn’t make allowances for those who don’t fit its strictures or who make a regular practice of walking away.

I am not deploring the concepts of team and community; my complaint is that they have been taken too far. There is too little room for the counterpart, which could be called solitude. Solitude and company (or community, or collaboration, or friendship) exist in complex relation. Solitude, like community, can be understood crassly. It is not just time alone, or space apart. It is part of the mind, soul, and sinews. (Yes, there’s solitude even in dusting the furniture—the private glimpse of the shining wood and the specks flying up in the air.)

My students recently read part of A Room of One’s Own by Virginia Woolf. There’s a passage (in the final chapter) where the sight of a man and woman coming together on the street and entering a taxicab sets off a stream of thoughts about how our creative work requires the coming together of the male and female in our minds. In this very passage, there’s solitude (the stream of thought) and company (the man and woman entering the taxicab). Who could separate them? What would the stream of thought be without the encounter, or vice versa?

My most important projects have had a combination of solitude and collaboration. The philosophy journal could not have existed without the individuals who worked on it. Yes, we had to bring the many efforts together, but without the singularity of the contributions, there wouldn’t have been much to bring. The wit, thoughtfulness, and beauty did not come from a team. At the same time, we spent much time meeting and deliberating over matters of many sizes.

My book, which was largely a solitary effort, involved some collaboration as well. I sent individual chapters to scholars and others who had special knowledge of the subject. Whenever I quoted texts, I did so with care—taking the larger context of the work into account, tracking down first editions for the bibliography, and so on. Beyond that, many of the ideas in the book were inspired by people who had influenced me along the way: teachers, students, mentors, friends, and family members.

All of this is obvious yet difficult to describe. Solitude is not completely solitude, nor company completely company. The problem I see around me is a sealing of terminology. People speak of “the team” as though that’s all that existed and mattered. There’s little recognition that it’s only a part. The same can be said for invocations of community; the community would be a great thing, were it allowed to be a little less than great.

This brings me to the title of the post: “A Dream of Uncertainty.” I long for a language that questions itself, that recognizes its own indefinite edges. I long for a community that does not pretend to be everything, to include everyone, or to be more glorious than it is. Uncertainty allows for an opening—a way of existing with things that go beyond us, that slip away from us, that hum a song beyond our understanding.

A Different Way of Being with Others

Lately I have seen slews of articles about the need to teach “social-emotional” and so-called “non-cognitive” skills in school. According to many educators and theorists, schools should emphasize teamwork, cooperation, collaboration, communication, and all sorts of other social things. These arguments (or the ones I have seen) evade an essential point: that schools should give students a different way of being with others, a way of coming together for something interesting and beautiful.

Teen socializing can be one of the most miserable experiences in life. If you don’t fit in, you have several options: to try to fit in, to take pride in not fitting in, to ignore the whole thing, to experience shame, or to build friendships over time. Many young people do a combination of all of these—and still go through school with a sense of rejection that stays with them for years, even decades.

Many schools respond by making more room for social interaction. But such social interaction has the same pitfalls as regular teen interaction, unless it is elevated in some way—that is, founded on something compelling, such as a work of literature or a piece of music. In that case, the students come together as participants and witnesses, as people with ideas and questions.

I dimly remember my eighth-grade English class, at a school I entered that year. Aside from a year in the Netherlands (when I was in sixth grade), it was the first time I was happy in school. We read The Sword in the Stone, Henry IV, Antigone, The Glass Menagerie, and much more. Through the discussions, I came to know my classmates, and they me, in ways that would not have otherwise been possible. Something similar happened in other classes, in chorus, and in our production of Romeo and Juliet. We were given room to think about something, to appreciate something, to work on something substantial. There was still peer pressure and ostracism. Still, regular social life took second or third place to this other way of associating, which allowed strong friendships to form.

Some insist that group work in the classroom achieves the same end: it gives students a structure for their socializing. But group work often degenerates into regular socializing with a task added on. Too often, the group members shut out the student with the unusual idea (who, in many cases, would get much more done if allowed to work alone). I have said this many times before, but it still needs to be said. Group work in itself has no inherent good. I know the sinking feeling of being asked to “turn and talk,” or to pick up my things and go join a group to fill out some chart. Why not stay put and think for a few minutes? Why not discuss a question in full forum?

Proponents of group work often assume that the students are better off without the teacher. If  a teacher leads a discussion, that’s fine, they say, but it’s even better if the students take charge. I am not at all opposed to student-led discussion; rather, I find that it requires long-term preparation. A teacher, having perspective on a subject, can draw out ideas that students might not recognize as worthy. She can help raise the level of the dialogue. Once they have seen this happen (many times), they understand what it is. It has little or nothing to do with “Accountable Talk” or other formulaic kinds of discussion. It has a great deal to do with listening closely (to the comments and the subject matter) and giving the ideas honor, direction, and perspective.

What about the idea of the school as a “team”? Well, teamwork has its place, but again, it is not transcendent or even good in itself. Just as much as students need to work together, they also need to think and act on their own. The solitary and communal aspects of learning are closely related; they find their shape through the endeavor itself. Yes, there are times when you need to learn how to work together (on something specific)–for instance, how to act together in a scene, or how to conduct a physics experiment together. Still, the teamwork skills (if that’s the right term for them) will be determined by the work at hand. Teamwork as a generic skill does not exist (or if it does, it’s dreary).

There is no denying the social aspect of schools. If coming together in a building and a room were not important, then there would be little need for schools in the first place. One could rely on computerized instruction, tutoring, and other services. Still, schools should offer more than the purely social; they should give students something worth learning and doing together, something beyond the peer group and its limited, limiting judgments.

School Shocked by Non-Team-Playing Résumé

Lanham, MD—Last Saturday, nearly all of the teachers at Fernwood High school bustled around the building making photocopies, preparing lessons, or interviewing prospective teachers. One applicant’s résumé quickly became the subject of gossip and tweets.

“Not a team player,” read the first item in the “Skills” section of Rebecca Seule’s résumé.

“I don’t see why anyone would list that,” commented Bruce Klop, a social studies teacher. “Obviously we want team players, so she must not want to be hired.”

“Either that, or she’s biting her thumb at us,” added English teacher Ophelia Obida. “It’s bad form, in any case.”

The principal, Ariane Waarom, suspected there was more to the story. “No one would just do that on a lark,” she insisted. “She must have some unusual purpose.” She decided to give Seule a call, just to find out what she had in mind. “At the very least, it’ll prepare us against future onslaughts,” she told herself.

When asked why she had put such unreasonable words on her résumé, Ms. Seule had a lot to say.

“Not everything is a team,” she began.  “I love working with my colleagues. I go to them with an idea, or they come to me. Sometimes this leads to some kind of collaboration or other outcome, but it doesn’t have to. Most of the time, I just enjoy hearing what they’re doing with their classes.”

“Well, I think that counts as teamwork,” Principal Waarom ventured.

“But it’s not. You see, teams pursue concrete goals together. Each member’s role contributes to the whole in a somewhat predictable way. Take a sports team. Let’s start with the simplest kind, or rather, the most complicated kind: the duo. In doubles tennis, the two members of the team know each other’s strengths and weaknesses. They know who’s good with the long volleys and who’s good up at the net. They may work out strategies together, but they will also react instinctively to what comes at them. Still, they have one fairly simple goal: to beat the other team. A brilliant drop shot isn’t worth much, if their joint effort doesn’t hold up. Conversely, they may lack brilliant drop shots altogether yet win the game because they work well together. Bottom line: they’ve got to win repeatedly to be considered a good team.”

“That sounds an awful lot like what we’re trying to do here at Fernwood—win repeatedly,” Waarom replied. “In fact, I might bring up your analogy at a team development meeting.”

“You’re welcome to do so, but the analogy breaks down,” said Seule. “Yes, teachers have a common goal, which is to ‘win’ in some sense of the word. The problem—and this applies to many areas of education—lies in taking a part and pretending it’s the whole.”

“How would that not be the whole?” queried Waarom, intrigued.

“Well, for one thing, each subject has its particularities. Yes, we’re all trying to help our students advance intellectually, but this plays out in such different ways that we often don’t know or understand what others are doing. Let’s say a math teacher decides to teach students about the cosecant through this formula: ‘cos(θ) ∙ sin(θ) ∙ tan(θ) ∙ csc(θ) = sin(θ).’ Well, you can get students to figure out that csc(θ) is the reciprocal of sin(θ). But that’s not all. From there, they can figure out that cos(θ) ∙ tan(θ) = sin(θ), which of course makes sense. That in turn leads to the calculation that tan(θ) = sin(θ) / cos(θ). The more of these manipulations they do, the more they grasp out the trigonometric functions and their relations—all of them inherent in a right triangle. You can’t really convey this to teachers who don’t know trigonometry. Nor can they convey to you the complexity of a Donne poem you’ve never read.Of course, you could take time to read and think about the poem, or about the trigonometric functions. That’s a great thing to do, in fact. But that would be for your edification, not for the success of the team.”


“Edification. Similar to education, but based on a different metaphor.”

“I know what it is,” snapped Waarom, slightly piqued; “I’m just not sure it has a place in this picture. Scratch that,” she added. “It has a place. I’m just not sure it changes anything. You could still work as a team within the math department to find the best way of teaching those trigonometric functions. Don ‘t tell me some approaches aren’t better than others.”

“Sure, they are. But often you arrive at a good lesson by toying with the trigonometric functions in your head, not by conferring with a team.”

“Wouldn’t you want to share your findings with the team?” pressed Waarom.

“I wouldn’t mind doing so. But each teacher would still have to walk alone with these trig problems—and that’s not all.”

Waarom was getting urgent emails on the computer and throbs and flashes on her iPhone. “I’m sorry I can’t talk all day,” she said with genuine regret, “but is there some final takeaway here?”

“Only one thing: that education is only partly about the pursuit of goals. It’s also about the contemplation of interesting things. You cannot contemplate as a team. As a class, perhaps, or as a faculty. As an assembly or other gathering, perhaps. But not as a team.”

There was a knock on the door; someone had a complaint about a broken copier machine. “I have to go,” Waarom told Seule, “but I’d like to bring you in for an interview. I’ll transfer you over to the secretary.”

For the rest of the day, the principal thought about how the word “team” was overused. She brought it up at the next faculty meeting; many teachers heartily agreed. The school then decided not to call itself a team any more. Word leaked to the district; the superintendent announced that all schools had to rewrite their mission statements to exclude the word “team.” (He revered Fernwood for its test scores and reasoned that if the Fernwood team had abandoned the word ‘team,’ other schools should do the same.)

Panic set in across the district. They needed to call themselves something, soon. What would it be, if not a team?

No one thought of “school.” Instead, a well-paid consultant drafted spiffy mission statements that described schools as “success hubs.”

Now the challenge lay in finding résumés with “Success Hub Facilitator” in the “Skills” section. The task proved trivial; within fifteen minutes, they were streaming in.

Moral of the story: Things can always get worse.

Note: I made minor edits to this piece long after posting it. I added the moral still later.

Thinking Apart in Education

In Sophocles’ Antigone, Creon asks the heroine, “Are you not ashamed to think apart from them?” (su d’ouk epaidei, tonde choris ei phroneis;).

In education, thinking apart from the others is likewise risky. Yet we need independent thought, if we are to have good thought at all.

The educational “right” and “left” both extol teamwork and collaboration, though for different reasons and in different terms. Proponents of value-added assessment, increased standardized testing, elimination of teachers’ seniority protections, and so forth stress the importance of teams in fostering student success. Dissidents and critics should not stand in the way of student progress, they say.

Opponents of such measures also emphasize the importance of teamwork and collaboration. Usually (though not always) they speak of nurturing of the whole child. They oppose the idea of pitting student against student and teacher against teacher; instead, they remind us, schools should pursue education in a cooperative spirit.

Yes, schools are cooperative entities, but in order for cooperation to have meaning, the individuals must be at liberty to bring their best ideas forward (at school and beyond). They must also have room to differ with the group, both privately and openly.

Truth is often unorthodox. For instance, there’s a lot of discussion of “value-added assessment” in education—that is, the calculation of the “value” that a teacher supposedly adds to the students. Many have objected, correctly, that such things cannot be calculated with precision. Others treat value-added modeling as the holy grail—a way of revealing, as though it were not already known, which teachers are moving their students along and which ones are not.

But there are alternate views. There are teachers, for instance, who do want to be evaluated in part on their students’ performance and progress, but want this to be interpreted intelligently. If I have been teaching intensive Russian for a year and most of my students can’t conjugate the verb chitat’ (“to read”), then something is very wrong, and I want to know this. On the other hand, if the teacher of second-year Russian sees her students progress by leaps and bounds whereas my first-year students progress more slowly, this isn’t necessarily because she’s more “effective.” It may be that this teacher’s students have a handle on the language and can learn new material with greater ease. (They might hit a bump in their third year, when they start reading literature.) If we steer away from crass calculations of teacher “effectiveness” and look at what’s actually going on, then we could gain some insights.

That’s just one example of a viewpoint that can get lost in the noise. It’s important for such views to exist and be heard, because they can offer something to both “sides” of the usual discussion.

So, people should just put forth their unorthodox views, right?

It isn’t as easy as it sounds. First of all, even the most independent-minded people have affiliations, loyalties, and restrictions. They may be outspoken on one issue and guarded on another. Few are in a position to speak their full minds. They may refrain from criticizing their friends and colleagues openly, or they may have confidentiality to maintain. Or else they’re swayed by other people’s reactions; if they’re applauded for saying something, they might think it is therefore correct. We all have weaknesses that can limit what we say.

Also, there’s the risk that you won’t have an audience, especially if you’re speaking entirely on your own, without the support of an organization or publication. By contrast, people who represent organizations have a built-in audience but significant restrictions on their liberty. When speaking for the organization, they must represent its positions. When speaking for themselves, they must still stay close to the organization’s positions—or else why are they affiliated with it? All depends, of course, on the nature of the organization, their role in it, and what they want to say.

So, suppose you are in a position to “think apart” from the others and speak your mind, at least somewhat. Suppose you have a vehicle for doing so—a blog, at the very least. What now?

Well, be prepared for some disappointment, because people may misunderstand your argument. They may try to place it in one of the familiar categories or camps. Or they may ignore it altogether. On the other hand, many people will show appreciation. Some will express relief (“Finally someone has said what I’ve had on my mind for years!”); some their interest (“Let’s discuss this further”). Things get dreary in education discussion fairly quickly; it’s refreshing when someone comes along and puts things in a different way.

Speaking on your own, you can refine and change your views. You can recognize and correct your mistakes. Mistakes can be embarrassing in the moment but should bring no shame (unless, of course, they have caused harm). John Stuart Mill wrote, “Truth gains more even by the errors of one who, with due study and preparation, thinks for himself, than by the true opinions of those who only hold them because they do not suffer themselves to think.” Truth lies not only in the answers, but in the bearer’s integrity.

It can be lonely to think on your own. At times there’s cheering from all sides, at times jeering; at times people seem more interested in the jingle of the ice cream truck than in what you have to say. That isn’t always bad; it makes room for retreat and mulling, even for an ice cream cone. Thank goodness the world isn’t hanging on our words.

  • “To know that you can do better next time, unrecognizably better, and that there is no next time, and that it is a blessing there is not, there is a thought to be going on with.”

    —Samuel Beckett, Malone Dies

  • TEDx Talk

    Delivered at TEDx Upper West Side, April 26, 2016.



    Diana Senechal is the author of Republic of Noise: The Loss of Solitude in Schools and Culture and the 2011 winner of the Hiett Prize in the Humanities, awarded by the Dallas Institute of Humanities and Culture. Her second book, Mind over Memes: Passive Listening, Toxic Talk, and Other Modern Language Follies, was published by Rowman & Littlefield in October 2018. In February 2022, Deep Vellum will publish her translation of Gyula Jenei's 2018 poetry collection Mindig Más.

    Since November 2017, she has been teaching English, American civilization, and British civilization at the Varga Katalin Gimnázium in Szolnok, Hungary. From 2011 to 2016, she helped shape and teach the philosophy program at Columbia Secondary School for Math, Science & Engineering in New York City. In 2014, she and her students founded the philosophy journal CONTRARIWISE, which now has international participation and readership. In 2020, at the Varga Katalin Gimnázium, she and her students released the first issue of the online literary journal Folyosó.


    On April 26, 2016, Diana Senechal delivered her talk "Take Away the Takeaway (Including This One)" at TEDx Upper West Side.

    Here is a video from the Dallas Institute's 2015 Education Forum.  Also see the video "Hiett Prize Winners Discuss the Future of the Humanities." 

    On April 19–21, 2014, Diana Senechal took part in a discussion of solitude on BBC World Service's programme The Forum.  

    On February 22, 2013, Diana Senechal was interviewed by Leah Wescott, editor-in-chief of The Cronk of Higher Education. Here is the podcast.


    All blog contents are copyright © Diana Senechal. Anything on this blog may be quoted with proper attribution. Comments are welcome.

    On this blog, Take Away the Takeaway, I discuss literature, music, education, and other things. Some of the pieces are satirical and assigned (for clarity) to the satire category.

    When I revise a piece substantially after posting it, I note this at the end. Minor corrections (e.g., of punctuation and spelling) may go unannounced.

    Speaking of imperfection, my other blog, Megfogalmazások, abounds with imperfect Hungarian.

  • Recent Posts


  • Categories