Northwest Arkansas Democrat-Gazette

Act firmly with recidivist prize-box pilferer, 8

- JOHN ROSEMOND John Rosemond is a family psychologi­st and the author of several books on rearing children. Write to him at The Leadership Parenting Institute, 1391-A E. Garrison Blvd., Gastonia, N.C. 28054, or see his website at rosemond.com

Q Our 8-year-old son was caught stealing from the teacher’s prize box at school. He has done this in the past and was punished, but it seems he hasn’t gotten the picture yet. Do you have any suggestion­s for us?

A Before I answer your question, I want to address the issue of classroom prize boxes. A few weeks ago, I wrote a column concerning the disconnect­ion between research and practice in America’s schools. This prize box foolishnes­s is a prime example of just that.

Well-done research has all but completely debunked the notion that rewards improve academic performanc­e. If any improvemen­t does take place, it is generally short-lived. Furthermor­e, some research has found that rewards can actually depress motivation and result in lowered performanc­e.

In a school setting, this issue is complicate­d by what I call educationa­l correctnes­s. These days, a teacher who gives rewards must come up with excuses to give them to every child in the class. If she doesn’t, she runs the risk of dealing with outraged parents as well as disapprovi­ng administra­tors. In the final analysis, therefore, classroom rewards become meaningles­s, even counterpro­ductive.

All of this has been known for quite some time. The question, therefore, becomes: Why are America’s schools still using rewards to motivate students when they are likely to have the opposite effect? The answer: bureaucrac­ies are inherently rigid. Once a certain practice becomes embedded in a bureaucrac­y — in this case, America’s educationa­l bureaucrac­y — changing it takes more than evidence it isn’t working. It takes a proverbial act of Congress.

According to every manager I’ve ever spoken to in both settings, educationa­l correctnes­s is now having an adverse effect on motivation and productivi­ty in the workplace and the military. A submarine commander recently told me, for example, that many of the young people in his command don’t understand the concept of doing what is necessary simply because it’s necessary. And they have great difficulty grasping that obeying orders is not reason enough to receive special privilege. I hear pretty much the same complaint from managers in corporate and business settings. The most-often used word is entitlemen­t.

Where your son’s nimble fingers are concerned, I first recommend that his teacher make the prize box disappear. Since it won’t disappear, however, I encourage you to make him get up in front of the class and apologize to everyone. In addition, there should be extended consequenc­es at home (e.g., early bedtime for a month) and school (e.g., no recess for a month). Will that solve the problem? Maybe, and maybe not.

The fact is — and it’s a fact every parent should keep in mind — when a child does something wrong, and the adults in his life respond by doing something right, there is no guarantee the child will stop doing the wrong thing. In that case, the adults should simply keep doing the right thing. It’s called staying the course — no matter what.

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