Ed Strong was one of my grad school professors at Tulane.  On one of my early postings on this blog, I mentioned his name with a list of professors who I found notable for their teaching abilities when I was in college.  Ed found that posting and sent me a note.  We have remained in touch off and on through email and Facebook.  A few months ago, Ed sent me a link to one of the postings on his blog, Cabbages and Kings, and stated that I was one of his few Facebook friends who might be interested in the post.

I clicked on the link and found an interesting post where Dr. Strong shares his teaching philosophy.  He originally wrote the piece for his application for a tenure-track position at the university where he works as a full-time visiting professor.  You can read his post yourself or my synopsis below.  Either way, I think it is worth sharing.

Dr. Strong has a unique and varied teaching background.  His first teaching opportunities were with the Army where the teaching philosophy focused on the notion that only three teaching points could be absorbed and retained by students in an hour-long class.  From the Army, Dr. Strong went to INSEAD in Fontainebleau, France which uses a teaching style similar to that found at the Harvard Business School:  individual instructors are required to undertake extensive preparation, often in conjunction with other professors teaching the same or similar classes.  His time at Tulane, as he explains, brought a very different teaching experience.  Dr. Strong writes, “…I spent 34 years at Tulane, a school whose culture held that the instructor was – once the classroom doors were closed – answerable to no one for what went on in the classroom.”  From these experiences, Dr. Strong’s teaching philosophy has settled into a somewhat eclectic and, by his own admission, ever-evolving one.

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Some time ago, I read The University, an Owner’s Manual (published in 1990), by Henry Rosovsky former Dean of Harvard’s Faculty of Arts and Sciences.  Rosovsky’s book focuses on his experiences as the undergraduate Dean and a faculty member at Harvard and provides commentary on managing academics at universities.  There is a dialogue in Rosovsky’s book that I think of often.  As Dean, he entertained a group of prospective students who had been admitted to Harvard through its Early Decision process.  One of the students asked for a special meeting and told Rosovsky that he was being pressured to select Harvard by his father (a Harvard alum) but that he had also been accepted into Haverford and Brown and was considering Haverford.  Rosovsky provides an explanation of the differences between liberal arts colleges (Haverford) and university colleges (Harvard).  He provides a definition of teaching versus research (approximately 50/50) and teaching undergrads versus graduates (approximately 50/50) at Harvard and other universities.  He contrasts that with the liberal arts colleges where most of the focus is on classroom teaching.

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