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Create a standardized feedback code system (e.g., 'SP' for spelling, 'T' for tense, 'P' for punctuation). Introduce these codes to students and use them consistently in feedback. This helps students identify patterns in their writing and makes feedback more efficient.

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Use the feedback sandwich approach: Start with a positive comment, followed by constructive criticism, and end with another positive observation. This maintains student confidence while addressing areas for improvement.

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Select exemplar pieces of writing that demonstrate specific skills you're focusing on. Have students compare their work to these mentor texts and identify areas for improvement in their own writing.

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15-minute lesson focusing on descriptive writing. Present a basic sentence (e.g., 'The girl was sad') and guide students through transforming it into vivid description using sensory details and specific actions. Have students practice with their own basic sentences.

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Create a mini-lesson focusing on transition words and phrases. Provide students with a 'transition toolkit' categorized by purpose (addition, contrast, sequence, etc.). Students revise a paragraph incorporating appropriate transitions.

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Develop a streamlined conferring checklist based on Penny Kittle's approach. Focus on three key questions: What's going well? What's your challenge right now? What's your plan for moving forward? Document student responses for follow-up.

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Create a protocol where students lead the conference by presenting their writing goals, current challenges, and specific passages they want to discuss. This promotes ownership and metacognition about their writing process.

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Design a digital or paper template for recording conference notes, including space for student goals, observed strengths, areas for growth, and next steps. Share this with students after each conference.

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Set up peer review stations focusing on different aspects of writing (organization, evidence/support, mechanics, etc.). Students rotate through stations with their papers, receiving focused feedback on specific elements at each stop.

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Implement the Critical Friends protocol where students present their work to a small group. The author reads their piece aloud, poses a specific question for feedback, and listens as peers discuss the work (author remains silent during discussion).

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Provide sentence stems for constructive peer feedback: 'I noticed that...', 'I wonder if...', 'This reminded me of...', 'I was confused by...'. This helps students give specific, constructive feedback while maintaining a supportive tone.

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Create a digital gallery walk using Google Docs or similar platform. Students post their work and leave comments on peers' writing using the comment feature. Set specific requirements for the number and type of comments to ensure quality feedback.

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Vol. 70

No. 1

Abstract

What Is Feedback, Anyway?

Feedback Essentials

Progress Toward a Goal

"But There's No Time!"

Advice, evaluation, grades-none of these provide the descriptive information that students need to reach their goals. What is true feedback-and how can it improve learning?

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Abstract

What Is Feedback, Anyway?

Feedback Essentials

Progress Toward a Goal

"But There's No Time!"

Who would dispute the idea that feedback is a good thing? Both common sense and research make it clear: Formative assessment, consisting of lots of feedback and opportunities to use that feedback, enhances performance and achievement.

Yet even John Hattie (2008), whose decades of research revealed that feedback was among the most powerful influences on achievement, acknowledges that he has "struggled to understand the concept" (p. 173). And many writings on the subject don't even attempt to define the term. To improve formative assessment practices among both teachers and assessment designers, we need to look more closely at just what feedback is-and isn't.

What Is Feedback, Anyway?

The term feedback is often used to describe all kinds of comments made after the fact, including advice, praise, and evaluation. But none of these are feedback, strictly speaking.

Basically, feedback is information about how we are doing in our efforts to reach a goal. I hit a tennis ball with the goal of keeping it in the court, and I see where it lands-in or out. I tell a joke with the goal of making people laugh, and I observe the audience's reaction-they laugh loudly or barely snicker. I teach a lesson with the goal of engaging students, and I see that some students have their eyes riveted on me while others are nodding off.

Here are some other examples of feedback:

A friend tells me, "You know, when you put it that way and speak in that softer tone of voice, it makes me feel better."

A reader comments on my short story, "The first few paragraphs kept my full attention. The scene painted was vivid and interesting. But then the dialogue became hard to follow; as a reader, I was confused about who was talking, and the sequence of actions was puzzling, so I became less engaged."

A baseball coach tells me, "Each time you swung and missed, you raised your head as you swung so you didn't really have your eye on the ball. On the one you hit hard, you kept your head down and saw the ball."

Note the difference between these three examples and the first three I cited-the tennis stroke, the joke, and the student responses to teaching. In the first group, I only had to take note of the tangible effect of my actions, keeping my goals in mind. No one volunteered feedback, but there was still plenty of feedback to get and use. The second group of examples all involved the deliberate, explicit giving of feedback by other people.

Whether the feedback was in the observable effects or from other people, in every case the information received was not advice, nor was the performance evaluated. No one told me as a performer what to do differently or how "good" or "bad" my results were. (You might think that the reader of my writing was judging my work, but look at the words used again: She simply played back the effect my writing had on her as a reader.) Nor did any of the three people tell me what to do (which is what many people erroneously think feedback is-advice). Guidance would be premature; I first need to receive feedback on what I did or didn't do that would warrant such advice.

In all six cases, information was conveyed about the effects of my actions as related to a goal. The information did not include value judgments or recommendations on how to improve. (For examples of information that is often falsely viewed as feedback, see "Feedback vs. Advice" above and "Feedback vs. Evaluation and Grades" on p. 15.)

Decades of education research support the idea that by teaching less and providing more feedback, we can produce greater learning (see Bransford, Brown, & Cocking, 2000; Hattie, 2008; Marzano, Pickering, & Pollock, 2001). Compare the typical lecture-driven course, which often produces less-than-optimal learning, with the peer instruction model developed by Eric Mazur (2009) at Harvard. He hardly lectures at all to his 200 introductory physics students; instead, he gives them problems to think about individually and then discuss in small groups. This system, he writes, "provides frequent and continuous feedback (to both the students and the instructor) about the level of understanding of the subject being discussed" (p. 51), producing gains in both conceptual understanding of the subject and problem-solving skills. Less "teaching," more feedback equals better results.

Feedback Essentials

Whether feedback is just there to be grasped or is provided by another person, helpful feedback is goal-referenced; tangible and transparent; actionable; user-friendly (specific and personalized); timely; ongoing; and consistent.

1. Goal-Referenced

Effective feedback requires that a person has a goal, takes action to achieve the goal, and receives goal-related information about his or her actions. I told a joke-why? To make people laugh. I wrote a story to engage the reader with vivid language and believable dialogue that captures the characters' feelings. I went up to bat to get a hit. If I am not clear on my goals or if I fail to pay attention to them, I cannot get helpful feedback (nor am I likely to achieve my goals).

Information becomes feedback if, and only if, I am trying to cause something and the information tells me whether I am on track or need to change course. If some joke or aspect of my writing isn't working -a revealing, nonjudgmental phrase-I need to know.

Note that in everyday situations, goals are often implicit, although fairly obvious to everyone. I don't need to announce when telling the joke that my aim is to make you laugh. But in school, learners are often unclear about the specific goal of a task or lesson, so it is crucial to remind them about the goal and the criteria by which they should self-assess. For example, a teacher might say,

The point of this writing task is for you to make readers laugh. So, when rereading your draft or getting feedback from peers, ask, How funny is this? Where might it be funnier?

As you prepare a table poster to display the findings of your science project, remember that the aim is to interest people in your work as well as to describe the facts you discovered through your experiment. Self-assess your work against those two criteria using these rubrics. The science fair judges will do likewise.

2. Tangible and Transparent

Any useful feedback system involves not only a clear goal, but also tangible results related to the goal. People laugh, chuckle, or don't laugh at each joke; students are highly attentive, somewhat attentive, or inattentive to my teaching.

Even as little children, we learn from such tangible feedback. That's how we learn to walk; to hold a spoon; and to understand that certain words magically yield food, drink, or a change of clothes from big people. The best feedback is so tangible that anyone who has a goal can learn from it.

Alas, far too much instructional feedback is opaque, as revealed in a true story a teacher told me years ago. A student came up to her at year's end and said, "Miss Jones, you kept writing this same word on my English papers all year, and I still don't know what it means." "What's the word? " she asked. "Vag-oo," he said. (The word was vague!)

Sometimes, even when the information is tangible and transparent, the performers don't obtain it-either because they don't look for it or because they are too busy performing to focus on the effects. In sports, novice tennis players or batters often don't realize that they're taking their eyes off the ball; they often protest, in fact, when that feedback is given. (Constantly yelling "Keep your eye on the ball!" rarely works.) And we have all seen how new teachers are sometimes so busy concentrating on "teaching" that they fail to notice that few students are listening or learning.

That's why, in addition to feedback from coaches or other able observers, video or audio recordings can help us perceive things that we may not perceive as we perform; and by extension, such recordings help us learn to look for difficult-to-perceive but vital information. I recommend that all teachers videotape their own classes at least once a month. It was a transformative experience for me when I did it as a beginning teacher. Concepts that had been crystal clear to me when I was teaching seemed opaque and downright confusing on tape-captured also in the many quizzical looks of my students, which I had missed in the moment.

3. Actionable

Effective feedback is concrete, specific, and useful; it provides actionable information. Thus, "Good job!" and "You did that wrong" and B+ are not feedback at all. We can easily imagine the learners asking themselves in response to these comments, What specifically should I do more or less of next time, based on this information? No idea. They don't know what was "good" or "wrong" about what they did.

Actionable feedback must also be accepted by the performer. Many so-called feedback situations lead to arguments because the givers are not sufficiently descriptive; they jump to an inference from the data instead of simply presenting the data. For example, a supervisor may make the unfortunate but common mistake of stating that "many students were bored in class." That's a judgment, not an observation. It would have been far more useful and less debatable had the supervisor said something like, "I counted ongoing inattentive behaviors in 12 of the 25 students once the lecture was underway. The behaviors included texting under desks, passing notes, and making eye contact with other students. However, after the small-group exercise began, I saw such behavior in only one student."

Such care in offering neutral, goal-related facts is the whole point of the clinical supervision of teaching and of good coaching more generally. Effective supervisors and coaches work hard to carefully observe and comment on what they observed, based on a clear statement of goals. That's why I always ask when visiting a class, "What would you like me to look for and perhaps count?" In my experience as a teacher of teachers, I have always found such pure feedback to be accepted and welcomed. Effective coaches also know that in complex performance situations, actionable feedback about what went right is as important as feedback about what didn't work.

4. User-Friendly

Even if feedback is specific and accurate in the eyes of experts or bystanders, it is not of much value if the user cannot understand it or is overwhelmed by it. Highly technical feedback will seem odd and confusing to a novice. Describing a baseball swing to a 6-year-old in terms of torque and other physics concepts will not likely yield a better hitter. Too much feedback is also counterproductive; better to help the performer concentrate on only one or two key elements of performance than to create a buzz of information coming in from all sides.

Expert coaches uniformly avoid overloading performers with too much or too technical information. They tell the performers one important thing they noticed that, if changed, will likely yield immediate and noticeable improvement ("I was confused about who was talking in the dialogue you wrote in this paragraph"). They don't offer advice until they make sure the performer understands the importance of what they saw.

5. Timely

In most cases, the sooner I get feedback, the better. I don't want to wait for hours or days to find out whether my students were attentive and whether they learned, or which part of my written story works and which part doesn't. I say "in most cases" to allow for situations like playing a piano piece in a recital. I don't want my teacher or the audience barking out feedback as I perform. That's why it is more precise to say that good feedback is "timely" rather than "immediate."

A great problem in education, however, is untimely feedback. Vital feedback on key performances often comes days, weeks, or even months after the performance-think of writing and handing in papers or getting back results on standardized tests. As educators, we should work overtime to figure out ways to ensure that students get more timely feedback and opportunities to use it while the attempt and effects are still fresh in their minds.

Before you say that this is impossible, remember that feedback does not need to come only from the teacher, or even from people at all. Technology is one powerful tool-part of the power of computer-assisted learning is unlimited, timely feedback and opportunities to use it. Peer review is another strategy for managing the load to ensure lots of timely feedback; it's essential, however, to train students to do small-group peer review to high standards, without immature criticisms or unhelpful praise.

6. Ongoing

Adjusting our performance depends on not only receiving feedback but also having opportunities to use it. What makes any assessment in education formative is not merely that it precedes summative assessments, but that the performer has opportunities, if results are less than optimal, to reshape the performance to better achieve the goal. In summative assessment, the feedback comes too late; the performance is over.

Thus, the more feedback I can receive in real time, the better my ultimate performance will be. This is how all highly successful computer games work. If you play Angry Birds, Halo, Guitar Hero, or Tetris, you know that the key to substantial improvement is that the feedback is both timely and ongoing. When you fail, you can immediately start over-sometimes even right where you left off-to get another opportunity to receive and learn from the feedback. (This powerful feedback loop is also user-friendly. Games are built to reflect and adapt to our changing need, pace, and ability to process information.)

It is telling, too, that performers are often judged on their ability to adjust in light of feedback. The ability to quickly adapt one's performance is a mark of all great achievers and problem solvers in a wide array of fields. Or, as many little league coaches say, "The problem is not making errors; you will all miss many balls in the field, and that's part of learning. The problem is when you don't learn from the errors."

7. Consistent

To be useful, feedback must be consistent. Clearly, performers can only adjust their performance successfully if the information fed back to them is stable, accurate, and trustworthy. In education, that means teachers have to be on the same page about what high-quality work is. Teachers need to look at student work together, becoming more consistent over time and formalizing their judgments in highly descriptive rubrics supported by anchor products and performances. By extension, if we want student-to-student feedback to be more helpful, students have to be trained to be consistent the same way we train teachers, using the same exemplars and rubrics.

Progress Toward a Goal

In light of these key characteristics of helpful feedback, how can schools most effectively use feedback as part of a system of formative assessment? The key is to gear feedback to long-term goals.

Let's look at how this works in sports. My daughter runs the mile in track. At the end of each lap in races and practice races, the coaches yell out split times (the times for each lap) and bits of feedback ("You're not swinging your arms!" "You're on pace for 5:15"), followed by advice ("Pick it up-you need to take two seconds off this next lap to get in under 5:10!").

My daughter and her teammates are getting feedback (and advice) about how they are performing now compared with their final desired time. My daughter's goal is to run a 5:00 mile. She has already run 5:09. Her coach is telling her that at the pace she just ran in the first lap, she is unlikely even to meet her best time so far this season, never mind her long-term goal. Then, he tells her something descriptive about her current performance (she's not swinging her arms) and gives her a brief piece of concrete advice (take two seconds off the next lap) to make achievement of the goal more likely.

The ability to improve one's result depends on the ability to adjust one's pace in light of ongoing feedback that measures performance against a concrete, long-term goal. But this isn't what most school district "pacing guides" and grades on "formative" tests tell you. They yield a grade against recent objectives taught, not useful feedback against the final performance standards. Instead of informing teachers and students at an interim date whether they are on track to achieve a desired level of student performance by the end of the school year, the guide and the test grade just provide a schedule for the teacher to follow in delivering content and a grade on that content. It's as if at the end of the first lap of the mile race, My daughter's coach simply yelled out, " B+ on that lap!"

The advice for how to change this sad situation should be clear: Score student work in the fall and winter against spring standards, use more pre-and post-assessments to measure progress toward these standards, and do the item analysis to note what each student needs to work on for better future performance.

"But There's No Time!"

Although the universal teacher lament that there's no time for such feedback is understandable, remember that "no time to give and use feedback" actually means "no time to cause learning." As we have seen, research shows that less teaching plus more feedback is the key to achieving greater learning. And there are numerous ways-through technology, peers, and other teachers-that students can get the feedback they need.

So try it out. Less teaching, more feedback. Less feedback that comes only from you, and more tangible feedback designed into the performance itself. And, of course, send me some feedback on this article at gwiggins@authenticeducation.org.

Feedback vs. Advice

› You need more examples in your report.

› You might want to use a lighter baseball bat.

› You should have included some Essential Questions in your unit plan.

These three statements are not feedback; they're advice. Such advice out of the blue seems at best tangential and at worst unhelpful and annoying. Unless it is preceded by descriptive feedback, the natural response of the performer is to wonder, "Why are you suggesting this?"

As coaches, teachers, and parents, we too often jump right to advice without first ensuring that the learner has sought, grasped, and tentatively accepted the feedback on which the advice is based. By doing so, we often unwittingly end up unnerving learners. Students become increasingly insecure about their own judgment and dependent on the advice of experts-and therefore in a panic about what to do when varied advice comes from different people or no advice is available at all.

If your ratio of advice to feedback is too high, try asking the learner, "Given the feedback, do you have some ideas about how to improve?" This approach will build greater autonomy and confidence over the long haul. Once they are no longer rank novices, performers can often self-advise if asked to.

Feedback vs. Evaluation and Grades

› This is a weak paper.

› You got a C on your presentation.

› I'm so pleased by your poster!

These comments make a value judgment. They rate, evaluate, praise, or criticize what was done. There is little or no feedback here-no actionable information about what occurred. As performers, we only know that someone else placed a high or low value on what we did.

How might we recast these comments to be useful feedback? Tip: Always add a mental colon after each statement of value. For example,

"Good work: Your use of words was more precise in this paper than in the last one, and I saw the scenes clearly in my mind's eye."

"This is a weak paper: Almost from the first sentence, I was confused as to your initial thesis and the evidence you provide for it. In the second paragraph you propose a different thesis, and in the third paragraph you don't offer evidence, just beliefs."

You'll soon find that you can drop the evaluative language; it serves no useful function.

The most ubiquitous form of evaluation, grading, is so much a part of the school landscape that we easily overlook its utter uselessness as actionable feedback. Grades are here to stay, no doubt-but that doesn't mean we should rely on them as a major source of feedback.

References

Bransford, J. D., Brown, A. L., & Cocking, R. R. (Eds.). (2000). How people learn: Brain, mind, experience, and school. Washington, DC: National Academy Press.

Hattie, J. (2008). Visible learning: A synthesis of over 800 meta-analyses relating to achievement. New York: Routledge.

Mazur, E. (2009, January 2). Farewell, lecture? Science, 323, 50-51.

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Advice, evaluation, grades-none of these provide the descriptive information that students need to reach their goals. What is true feedback-and how can it improve learning?

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💬 Idea to Try: Use color-coded sticky notes to show where students are meeting, approaching, or exceeding expectations on a writing sample.

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Could put this on your iPad and use notability to write over the top of the worksheet.

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Printable Post It Notes (leave behind for the students) and discussion prompts for you to work with a student... Informational, Narrative, Reading Habits etc.

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This is just a quick set of questions that writing partners can use to help make sure an argument has everything needed before submitting-- all of these pieces are directly tied to the things we have previously learn and modeled in class.

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Set a timer for 3-minute conferences and rotate between one focus area per student.

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Color-coded sticky notes on a student writing sample, each labeled with a focus area: “Structure” “Voice” “Evidence”

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I like to print sticky notes for predictable problems (like introductions that are only a claim) and as I confer with students I can leave them with a clear plan for what to do next. These can be printed right onto sticky notes in your printer-- print it once with no sticky notes so you have a guide, then add the post-its and put it back in the printer face down. Print again and it will now have the text on the post-its!

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Tenth-graders in Monet Cooper's English class at Capital City Public Charter School in Washington, DC, engage in a speed-dating critique protocol. They spend ten minutes in pairs, offering each other specific feedback on a high-stakes writing assignment, before moving on to another partner for another round of critique.

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Using a Speed Dating Protocol to Think Critically About Writing

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How to provide more meaningful feedback in less time.

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Listen to the Interview with Matthew Johnson:
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My study of feedback began in earnest on a sunny afternoon during my third year of teaching. I was living in California - much to the envy of my midwestern friends and family - but I was also harboring a secret, a secret that was troubling me that afternoon. The secret was that while my social media pictures showed me at the beach and hiking past redwoods, those excursions were rare, maybe once-a-quarter outings. Instead, the vast majority of my days were spent doing exactly what I was doing in that moment: responding to and grading papers.

For the better part of my first three years as a teacher, student papers acted as the chains that shackled me to my desk day after day. Like Tantalus, I could see the beach gleaming through a crack between the apartment buildings next to mine, but when I looked at the towers of student work in front of me, the sand and waves receded out of reach. Maybe tomorrow after I chop these essay stacks down I would tell myself once again.

That afternoon though, for reasons I don't fully understand, something inside me finally snapped and I admitted to myself what I'd long known unconsciously: I didn't want to live like this anymore. I was drowning, submerged under a never-ending torrent of student work in need of feedback and assessment. I didn't want to leave the classroom, but I also didn't want to stay if it meant that my next forty years would endlessly orbit stacks of student work in the way that my first three years did.

That night, in a last-ditch effort to stay a teacher, I began to read whatever I could find about responding faster and better to student work, and it didn't take long for me to realize that I was far from the first teacher to resent living a life with papers at its geographic center. In fact, the very first article of the very first volume of the The English Journal in 1912 begins with a simple question written in all caps: CAN GOOD COMPOSITION TEACHING BE DONE UNDER THE PRESENT CONDITIONS?

The answer given by the author, Dr. Edwin M. Hopkins? "No." There were simply too many students and papers to manage. By the way, it is worth noting that Dr. Hopkins had 100 students. I currently have 158.

And the problem is that Dr. Hopkins wasn't fully wrong, then or now. The issue largely comes down to feedback, which is an essential part of good teaching-not just for composition, but for any content area. Just like the conditions in Dr. Hopkins' time, our present conditions make providing quality feedback incredibly difficult. This is because effective feedback generally shares a handful of characteristics: It is given regularly, returned in a timely manner, and written in clear language. It also works best when students are in the midst of creation, as opposed to as a postscript on final drafts once they finish.

When one digs down, the logistics of providing regular, timely, and formative feedback are absurd when one has 158 or even 100 students. Take my classes: Each minute of feedback I provide to each of my 158 students takes a time investment of over two and a half hours. That means reading and responding to one essay or project or test in ten minutes-a blisteringly fast speed based on the teachers I've talked to-will take over 25 hours. Even if a teacher works 60 or 70 hours, sacrificing countless evenings and weekends to student work, there exists a hard cap on the amount of feedback a teacher can give if it's only given in big chunks on big assignments.

Of course more global feedback on larger assignments is important, and there are ways to get more efficient and effective with that feedback (I wrote a book largely on this subject, Flash Feedback: Responding to Student Writing Better and Faster-Without Burning Out, and this very site has excellent suggestions here, here, and here), but if teachers want to provide timely, regular, formative, and meaningful feedback, we need to diversify our practices.

Feedback, after all, is just a teacher's response to something, and we can meaningfully respond to different assignments in a multitude of ways, many of them only taking a minute or two. I call these practices Flash Feedback, and while they come in small packages, they can pack a serious educational punch.

Characteristics of Flash Feedback

Teachers can take countless approaches to Flash Feedback. The exact structures will depend on the discipline, students, and teacher, but the most efficient and effective Flash Feedback tends to share these four characteristics:

It focuses on one or two learning objectives. A long history of scholarship argues that feedback, even on large assignments, should generally focus only on a manageable number of topics, no more than a few. Covering too many topics tends to overload students, so they learn no lessons (or no lessons deeply) and it takes longer, making it the exact opposite of Flash Feedback.

Students do the heavy lifting. Teachers often fall into the trap of correcting work for students and doing more reflection on student work than they require the students to do. Kelly Gallagher and Penny Kittle call this Helicopter Teaching, and while it generally comes from a place of wanting to help, it often holds students back for two reasons: First, when students don't have to work for an answer, they are less likely to remember it. Second, the time it takes to correct student work and solve problems for the students severely limits how much feedback the teacher can give them. For Flash Feedback to work, students must be the primary ones finding answers, patterns, and approaches, as the teacher plays the role of the guide standing well off to the side.

It utilizes systems and technology. Feedback often has a lot of redundancies that can be mitigated with better systems or by using technology, and even little efficiencies add up. For me, each 15 second increase in efficiency saves me 40 minutes when taken on the scale of all of my students!

There is a spillover plan and time allotted for special cases. There will inevitably be times when a student's specific needs won't fit within the system and structure being used by the teacher. This is why having a clearly defined spillover plan/time will help to make sure that the needs of one or two individuals don't derail the plan for the rest of the class.

Three Ways to Do Flash Feedback

In my classes, and especially during the time when I'm writing this-an era of emergency distance learning when time is tight-there are three types of Flash Feedback that I find myself coming to again and again: Targeted Response, Micro-Conferences, and Wise Interventions.

1. Targeted Response

My students, like most people, tend to struggle with comma usage. My approach to helping them with commas used to be to circle and correct every comma error I found in every paper, but this never led to much progress and it took a tremendous amount of time.

Now I mainly use Targeted Response, which is where the teacher focuses an assignment and its feedback solely on 1 to 2 targeted learning goals. When it comes to commas, my students write a very short one-page paper about anything they want in any genre. It is called the Comma Paper, and its only criteria (and the only thing I give feedback to) is that they must include at least four correctly used examples of each type of comma we studied in class.

To speed my assessment of and response to these papers, I have students turn them in on Google Classroom. That enables me to use the Find Function (Command-F) to highlight all of the commas in the piece, so I can quickly scan for comma issues. It also allows me to pre-populate two comments in the comment bank (if you don't know how to do this, here is a quick tutorial). One is a short congratulatory note for students who had no comma errors. The other is a message where I tell students the number of comma errors and let them know that to get credit for the assignment, they must find the errors and fix them during the class time provided.

By keeping the scope of the paper and feedback focused and using the technology tools available, I can give specific, individual, and meaningful feedback in less than a minute per student, and the best part is that the deep focus on commas leads to more student growth in one short paper than a year of circling and correcting commas ever did!

2. Micro-Conferences

Conferencing is one of the most celebrated pedagogical tools, and there is good reason for that. It is a rare one-on-one opportunity to offer individualized instruction and feedback, fix misconceptions, build relationships, and give students the opportunity to be heard by a caring adult. Like written feedback though, the logistics of conferences can be daunting in most classes. My classes meet for 210 minutes each week and average 32 students. This means doing a five minute conference with each student takes over 75 percent of the class time that week.

While larger conferences are sometimes worth this time investment for me, I can only do so many if I want to cover everything else I need to do. Enter the Micro-Conference, which is a conference that is done in a fraction of the time (generally 1 to 2 minutes) by being focused and carefully structured.

One of my favorites is one I do around paraphrasing, which is another deeply important skill that students tend to struggle with. Here's how it works:

1. Students write a rough draft of a paper with paraphrasing, like a research paper, and bring it to class.

2. As a whole class, we read and discuss mentor texts with strong paraphrasing.

3. Students take out their own drafts, pick a page to work with, and then highlight each moment of paraphrasing they see.

4. They then rate their paraphrasing in their paper from 1 to 10, based on the mentor text we read, and write at least four sentences justifying their rating.

5. Once students have rated and reflected on their work, they call me over and we quickly conference. I generally start conferences by asking students to share their ratings and what they noticed when comparing their work to the example. We then use those thoughts to plan an actionable path forward together. My role in this is mainly that of the gadfly - asking questions and helping the student to orient in the right direction - and while I try to keep the conferences to no more than a minute, most generally wrap up naturally in that time without feeling rushed.

Like the Targeted Response, everything about these conferences is designed to maximize time efficiency. The students have already laid the groundwork and highlighted the paraphrased sections, allowing us to jump right in at a high level. Further, by focusing just on paraphrasing, a minute is not too short to go deep, answer questions, and figure out meaningful action steps forward for the student.

3. Wise Interventions

Wise Interventions is a practice that came out of Stanford and the University of Virginia, among others, and the idea behind it is that while shifting negative student mindsets, beliefs, and behaviors is often painstakingly slow, in the right circumstances it can also happen incredibly quickly. The key to these moments of rapid positive change is that if teachers can find the exact moments that fuel and perpetuate negative student beliefs/mindsets/behaviors and disrupt them, sometimes it can open students up to better alternatives in surprisingly little time.

Probably the most famous example of this was a study of Massachusetts middle schools that found that students did twice as much revision on an essay when they each received a sticky note on the top of their essays that read "I'm giving you these comments because I have very high expectations and I know that you can reach them," versus those who got a sticky note that read "I'm giving you these comments so that you'll have feedback on your paper."

The researchers theorized that the reason for why one sticky note-the product of no more than a few seconds work - would have such a large effect on student mindsets and behavior was that many students in the study might have felt the teachers didn't believe in them. Those narratives were disrupted by a note coming just at the moment they were preparing for teacher disappointment once again via the teacher comments, which in turn cleared the way for those students to put in more work.

I use a number of Wise Interventions in my classes, but my favorite with feedback is one called "I'm so sorry about the rain." It comes from Daniel Coyle's book The Culture Code, and the basic premise is that a study out of Harvard found that people were 422% more likely to let a stranger borrow their phone if the stranger prefaced asking for the phone by saying "I'm so sorry about the rain." The reason this rather banal comment about the weather led to a striking shift in behavior was likely that it was enough to signal a relationship, which changes nearly everything about how a brain responds to a request.

I have found that little personal things that take only a few seconds to write-like quickly referencing something a student said in class or an aspiration the student shared at some point-can often have the same effect on students, especially those who are wary of writing, and shift the attention and care they give to feedback on that paper and beyond.

By being focused and carefully structured, Flash Feedback allows us to make feedback a part of class that is as regular as the bells in the halls. It also allows us to teach many more personalized lessons each semester; gives us regular points of contact with students, which have been shown to improve performance and relationships; and best of all, can be done quickly, allowing teachers to break those shackles to student papers and take a day at the beach every once in a while.

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Flash Feedback: How to Provide More Meaningful Feedback in Less Time

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If we want to provide timely, regular, formative, and meaningful feedback, we need to diversify our practices. These three strategies pack a lot of punch in very little time.

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I use lexia slide decks for specific grammar skills that I see students needing to work on in their writing. Sometimes I do them whole class, sometimes small group, and sometimes individually on my iPad depending on what's needed.

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This is a great general feedback form for any type of writing.

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TAG Peer Review Protocol (Tell something you like, Ask a question, Give a suggestion)

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Early in the School Year Writing Sample Lesson

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Early in the School Year Writing Sample Lesson

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The first few days of school it's nice to get a writing sample from students. Here is an easy lesson.