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Project Tomorrow survey of roughly 300,000 K-12 students, 42,000 parents, 38,000 teachers and librarians, and 3,500 administrators from over 6,500 public and private schools, on how they are using—and would like to be using —new technologies in the classroom.

The results show that while the majority of students—and, perhaps surprisingly, parents—are in favor of using mobile devices for learning as long as the school allows it, most school administrators remain opposed

“I know the main reasons mobile technology is not welcome in the classroom are fear and misunderstanding about the structure that it gives the learning,” said Reina Cabezas, a teacher at Cox Elementary in Oakland, Calif., who is also doing masters thesis research on the topic of mobile devices in the classroom.

“But I don't think we stop living because of fear, right? No, we educate ourselves and learn about the security measures, expectations of all stakeholders, and apply principles of successful models of mobile devices in the classroom. Most importantly, we realize that technology is a tool of efficacy for the teacher, not the teacher's replacement. Lastly, technology only engages and motivates students when teachers know how to use them strategically to keep the hook. Overuse of anything is never good.”

It turns out that the best way to cause change is for people to actually change someone or something else. We learn what we do, not what we’re told.

If you want people to become passionate, engaged in a field, transformed by an experience — you don’t test them, you don’t lecture them and you don’t force them. Instead, you create an environment where willing, caring individuals can find an experience that changes them.

ortunately, there is a solution. For millennia, what ensured long-term success was cooperation. Strong interpersonal relationships were necessary to thrive. But to be identified as a good partner, a person had to be trustworthy, generous, fair, and diligent. She had to be willing to sacrifice immediate self-interest in order to share with and invest in others. In short, she had to have good character.

When a person feels grateful, he’ll work harder and longer to pay others back as well as pay favors forwar

For example, in adaptations of the marshmallow test for college students — in which differing amounts of cash were used instead of sweets — we found that leading people to feel grateful doubled the value they placed on future gains, and thereby doubled their willingness to wait for larger amounts of money in the future rather than take smaller amounts of money in the moment. Feelings of pride and compassion work in a similar way.

The upshot is that by increasing the value the mind places on future rewards, these emotions enable people to cooperate more with their own future selves as well as with others.

It matters what path people use. As one example, grit combined with gratitude is a strong predictor of resilience with respect to lowered suicidal thoughts among college students. On its own, however, grit isn’t associated with this buffering effect.

We think like a designer, not like a teacher, when we say: the teacher is just one element in the design. The choice of task, pedagogy, groupings, flow of work, resources, furniture, light, noise level, role of people and text – all of these design elements are arguably as important as the teacher.

What are those conditions, in a nutshell? I would highlight the following: Thought-provoking intellectual challenges (inquiries, questions, problems) The challenge has been designed to optimize self-sustaining and productive work by learners, related to a clear and intellectually worthy goal The learners have become reasonably competent in classroom routines that foster productive goal-focused work The challenge cannot be accomplished by a worksheet, checklist or recipe. It requires strategic use of knowledge and skill, creative problem-solving, and critical thinking; and the eliciting of multiple perspectives on how to address the challenge and gauge progress. There is an unambiguous product or performance goal (even if there is ambiguity about how to achieve the goal), supported by clear criteria and standards, thus permitting ongoing student self-assessment and self-adjustment. There is enough feedback within the challenge (and resources) that the work can be maximally self-sustaining and productive. The teacher is therefore freed up to coach for a significant amount of time, permitting personalized feedback and guidance (as well as just-in-time mini-lessons). This coaching role also permits the teacher to determine what is and isn’t working in the challenge, and thus enables the teacher to quickly change gears if the desired learning is not occurring or the process is not working.

In other words, it is a poor design for learning that puts all the burden of teaching and processing on the teacher. Then, the teacher can neither coach nor understand what is going on in the minds of learners. Worse, endless teaching, no matter how expert, soon becomes passive and without much meaning to learners who must wait days, sometimes weeks, to get meaningful chances to interact with the content, to try out their ideas on others, and to get the feedback they need.

Group-worthy tasks – Focus on central concepts or big ideas that require active meaning-making The challenge itself has ambiguity or limited scaffold and prompting so that student meaning-making and different inferences about the task and how to address it will emerge. Are best accomplished by ensuring that multiple perspectives are found tried out in addressing the task. This not only rewards creative and non-formulaic thought but undercuts the likelihood that one strong student can do all the key work. Provide multiple ways of being competent in the task work and the task process Can only be done well by a group, but are designed to foster both individual and group autonomy. (The teacher’s role as teacher and direction-giver should be minimized to near zero). Demand both individual and group accountability Have clear evaluation criteria