A brief course in the teaching process — Story, Setting & Ideas

A Two-Part View of Management

In the chapter on class management, Strayer introduces a central distinction: management can be seen as a means or as an end. He argues that those who emphasize only routine want 'everything done at the tap of the bell,' while those focused on self-control would 'do away with “mechanized routine.”' His reconciliation is to treat management as both, depending on the situation. The fire drill serves as his key example: it demands invariable, habitual responses because safety depends on it. He then applies this criterion to everyday tasks like passing books and pencils, suggesting that a definite order should be followed. This analytical move—breaking down a binary into situational criteria—is characteristic of his method throughout the book.

Questions as a Pedagogical Tool

Each chapter concludes with a set of questions that are not merely review but often push the reader to apply principles to new cases. For instance, in the morality chapter, he asks: 'Name some troublesome things which boys do that might be explained by bad physical conditions in the school or in the home.' Other questions require judgment calls: 'Is there ever any defense for corporal punishment?' or 'How may the one who does wrong in school provide the opportunity for the best sort of training in morality?' These questions are open-ended and practical, reflecting Strayer's stated aim to treat problems 'as concretely as possible.' They also reveal his expectation that the teacher-reader will engage in reflective practice, not just absorb theory.

Voice and Pace: Direct, Repetitive, and Cumulative

Strayer's prose is direct and unadorned, favoring short declarative sentences and frequent use of 'we' to include the reader. He often restates key ideas in slightly different words, as when he writes that 'the discussion has not been wholly one-sided' and then immediately summarizes both sides. The pace is steady and methodical, with each paragraph building on the last. He uses concrete examples—fire drills, passing books, moral dilemmas—to ground abstract points. The overall effect is that of a patient lecturer who expects the reader to follow step by step. This voice, combined with the question sets, creates a rhythm of exposition followed by application, making the book feel like a guided course rather than a treatise.

Readers will find that Strayer's emphasis on concrete problems and his two-part framework for management offer a practical lens for examining their own teaching. The question sets at each chapter's end are worth pausing over; they reveal the author's assumptions about what constitutes thoughtful practice. The book is best approached not as a finished theory but as a working document from a practitioner-educator who believed that skill in teaching grows through deliberate, reflective attention to daily routines and decisions.