Tolerance and understanding solve school discipline problems, zero tolerance makes them worse

The principal at Lincoln High, an "alternative" school in Walla Walla, WA that was used as a dumping ground for kids with "behavioral" problems, decided to ditch the "zero-tolerance" approach to school discipline. Instead, Jim Sporleder tried treating traumatized, furious kids with compassion and understanding. Their behavior improved dramatically.

2009-2010 (Before new approach)
* 798 suspensions (days students were out of school)
* 50 expulsions
* 600 written referrals

2010-2011 (After new approach)
* 135 suspensions (days students were out of school)
* 30 expulsions
* 320 written referrals

...These suspensions don’t work for schools. Get rid of the “bad” students, and the “good” students can learn, get high scores, live good lives. That’s the myth. The reality? It’s just the opposite. Says the NEPC report: “…research on the frequent use of school suspension has indicated that, after race and poverty are controlled for, higher rates of out-of-school suspension correlate with lower achievement scores.”

There are just two simple rules, says Turner.

Rule No. 1: Take nothing a raging kid says personally. Really. Act like a duck: let the words roll off your back like drops of water.

Rule No. 2: Don’t mirror the kid’s behavior. Take a deep breath. Wait for the storm to pass, and then ask something along the lines of: “Are you okay? Did something happen to you that’s bothering you? Do you want to talk about it?”

It’s not that a kid gets off the hook for bad behavior. “There have to be consequences,” explains Turner. Replace punishment, which doesn’t work, with a system to give kids tools so that they can learn how to recognize their reaction to stress and to control it. “We need to teach the kids how to do something differently if we want to see a different response.”

Lincoln High School in Walla Walla, WA, tries new approach to school discipline — suspensions drop 85% (via Making Light)

Valve employee manual describes the greatest workplace I've ever heard of


Valve's employee manual may just be the single best workplace manifesto I've ever read. Seriously: it describes a utopian Shangri-La of a workplace that makes me wish -- for the first time in my life -- that I had a "real" job. It is so goddamned good that I couldn't pick just one (or two) passages to quote.

Why do I need to pick my own projects? We’ve heard that other companies have people allocate a percentage of their time to self-directed projects. At Valve, that percentage is 100.

Since Valve is flat, people don’t join projects because they’re told to. Instead, you’ll decide what to work on after asking yourself the right questions (more on that later). Employees vote on projects with their feet (or desk wheels). Strong projects are ones in which people can see demonstrated value; they staff up easily. This means there are any number of internal recruiting efforts constantly under way.

If you’re working here, that means you’re good at your job. People are going to want you to work with them on their projects, and they’ll try hard to get you to do so. But the decision is going to be up to you. (In fact, at times you’re going to wish for the luxury of having just one person telling you what they think you should do, rather than hundreds.)

How does Valve decide what to work on? The same way we make other decisions: by waiting for someone to decide that it’s the right thing to do, and then letting them recruit other people to work on it with them. We believe in each other to make these decisions, and this faith has proven to be well-founded over and over again.

But rather than simply trusting each other to just be smart, we also constantly test our own decisions. Whenever we move into unknown territory, our findings defy our own predictions far more often than we would like to admit. We’ve found it vitally important to, whenever possible, not operate by using assumptions, unproven theories, or folk wisdom. While people occasionally choose to push themselves to work some extra hours at times when something big is going out the door, for the most part working overtime for extended periods indicates a fundamental failure in plan- ning or communication. If this happens at Valve, it’s a sign that something needs to be reevaluated and corrected. If you’re looking around wondering why people aren’t in “crunch mode,” the answer’s pretty simple. The thing we work hardest at is hiring good people, so we want them to stick around and have a good balance between work and family and the rest of the important stuff in life

Sometimes things around the office can seem a little too good to be true. If you find yourself walking down the hall one morning with a bowl of fresh fruit and Stump- town-roasted espresso, dropping off your laundry to be washed, and heading into one of the massage rooms, don’t freak out. All these things are here for you to actually use. And don’t worry that somebody’s going to judge you for taking advantage of it—relax! And if you stop on the way back from your massage to play darts or work out in the Valve gym or whatever, it’s not a sign that this place is going to come crumbling down like some 1999-era dot-com start- up.

...Valve pays people very well compared to industry norms. Our profitability per employee is higher than that of Google or Amazon or Microsoft, and we believe strongly that the right thing to do in that case is to put a maximum amount of money back into each employee’s pocket. Valve does not win if you’re paid less than the value you create. And people who work here ultimately don’t win if they get paid more than the value they create.

Valve Handbook for New Employees