Relationships Are Foundational to Teaching
Swen Nater

Coach Wooden was a master teacher. He knew his subject deeply and was able to transfer knowledge effectively to his players, through highly-organized, economical, efficient and productive practice sessions. But just because a coach is highly-organized and efficient doesn’t mean the players will accept that information at the pace the teacher wants. There is an underlying foundation for teaching effectiveness and it’s called, “Building strong relationships.” This was one of Coach Wooden’s strengths.

Training Within Industry (TWI) was a very successful WWII commissioned organization that trained factories how to increase production. One of the components of their training is Job Relations, or JR. JR was almost exactly what Coach Wooden used to build relationships with his players.

Training Within Industry, Job Relations
TWI, claims, good relationships help production because they increase teaching effectiveness. In other words: Improve relationships and you will increase production. JR training uses two tools: Foundations for Good Relations and, How To Handle A Problem. As you study each tool you will begin to make application for the classroom teacher and/or the coach. When you do, determine if those applications will build stronger relationships between the instructor and the student.   

The Two Tools of JR
The following were taken directly from TWI’s JRT Pocket Cards, materials factory supervisors kept with them at all times after they went through a ten-hour training. These cards can be found at: 
http://www.trainingwithinindustry.net/JRT%20Card.pdf

Foundations For Good Relations
A Supervisor Gets Results Through People
1. Let Each Player Know How He Is Getting Along.
• Figure out and tell him what you expect.
• Point out ways to improve. 

2. Give Credit When Due
• Recognize extra or unusual performance.
• Tell them while it’s fresh.

3. Tell Them In Advance About changes That Will Affect Them.
• Tell them Why if possible.
• Get them to accept the change.

4. Make Best Use of Each Person’s Ability
• Look for ability not now being used.
• Never stand in an employee’s way.
People Must Be Treated As Individuals

How To Handle A Problem
Determine Objectives
Step 1: Get the Facts
 Review the record.
 What policies, rules, regulations apply?
 Talk with individuals concerned and get opinions and feelings.
 Be sure you have the whole story.

Step 2: Weigh and Decide
 Fit the facts together and consider their bearing on each other.
 What possible actions are there?
Check each action against objectives weighing effect on individual, group, and production.
Select best action.
Don’t jump to conclusions.

Step 3: Take Action
 Should I handle this myself?
 Who can help in handling?
 Should I refer this to my supervisor?
Consider proper time and place.
 Explain and get acceptance.
 Don’t pass the buck.

Step 4: Check Results
 How soon and how often will I check?
Watch for changes in output, attitudes, and relationships.
Did my action help production?
Were objectives accomplished?

http://www.trainingwithinindustry.net/JRT%20Card.pdf

When I first studied these pocket cards, I thought them common sense but then I realized two things that convinced me they were revolutionary.
1. Often, students do not receive a clear explanation of what is expected of them or how they can improve.
2. Often, when solving a problem, teachers and coaches jump to conclusions, don’t consider opinions and feelings, and therefore, don’t get the “whole story.”

Conclusion
When teachers and coaches follow the principles of JR training, they will improve relationships because Foundations For Good Relations helps meet the needs of the students, and because How To Handle A Problem is fairness. Coach Wooden met our needs and was as fair as he could be. 

If you watched Coach Wooden’s teams play, you will remember impeccable execution, unshakable confidence, and competitive greatness. These were byproducts of an important leadership principle: Developing strong relationships with students. 

The supervisor gets results through people. People must be treated as individuals.
Training Within Industry, Job Relations Training Manual