Gentle Measures in the Management and Training of the Young by Jacob Abbott (e book reader online .txt) 📖

of such an illustration as this is not to recommend the particular measure here described for adoption in other cases, but to illustrate the spirit and temper of mind in which all measures adopted by the mother in the training of her children should be carried into effect. Measures that involve no threats, no scolding, no angry manifestations of displeasure, but are even playful in their character, may be very efficient in action if they are firmly and perseveringly maintained.

Punishments that are the Natural Consequence of the Offense.

There is great advantage in adapting the character of the punishment to that of the fault—making it, as far as possible, the natural and proper consequence of it. For instance, if the boys of a school do not come in promptly at the close of the twenty minutes' recess, but waste five minutes by their dilatoriness in obeying the summons of the bell, and the teacher keeps them for five minutes beyond the usual hour of dismissal, to make up for the lost time, the punishment may be felt by them to be deserved, and it may have a good effect in diminishing the evil it is intended to remedy; but it will probably excite a considerable degree of mental irritation, if not of resentment, on the part of the children, which will diminish the good effect, or is, at any rate, an evil which is to be avoided if possible.

If now, on the other hand, he assigns precisely the same penalty in another form, the whole of the good effect may be secured without the evil. Suppose he addresses the boys just before they are to go out at the next recess, as follows:

"I think, boys, that twenty minutes is about the right length of time for the recess, all told—that is, from the time you go out to the time when you are all back in your seats again, quiet and ready to resume your studies. I found yesterday that it took five minutes for you all to come in—that is, that it was five minutes from the time the bell was rung before all were in their seats; and to-day I shall ring the bell after fifteen minutes, so as to give you time to come in. If I find to-day that it takes ten minutes, then I will give you more time to come in to-morrow, by ringing the bell after you have been out ten minutes."

"I am sorry to have you lose so much of your recess, and if you can make the time for coming in shorter, then, of course, your recess can be longer. I should not wonder if, after a few trials, you should find that you could all come in and get into your places in one minute; and if so, I shall be very glad, for then you can have an uninterrupted recess of nineteen minutes, which will be a great gain."

Every one who has had any considerable experience in the management of boys will readily understand how different the effect of this measure will be from that of the other, while yet the penalty is in both cases precisely the same—namely, the loss, for the boys, of five minutes of their play.

The Little Runaway.

In the same manner, where a child three or four years old was in the habit, when allowed to go out by himself in the yard to play, of running off into the street, a very appropriate punishment would be to require him, for the remainder of the day, to stay in the house and keep in sight of his mother, on the ground that it was not safe to trust him by himself in the yard. This would be much better than sending him to bed an hour earlier, or subjecting him to any other inconvenience or privation having no obvious connection with the fault. For it is of the greatest importance to avoid, by every means, the exciting of feelings of irritation and resentment in the mind of the child, so far as it is possible to do this without impairing the efficiency of the punishment. It is not always possible to do this. The efficiency of the punishment is, of course, the essential thing; but parents and teachers who turn their attention to the point will find that it is much less difficult than one would suppose to secure this end completely without producing the too frequent accompaniments of punishment—anger, ill-temper, and ill-will.

[Illustration: "IT IS NOT SAFE"]

In the case, for example, of the child not allowed to go out into the yard, but required to remain in the house in sight of his mother, the mother should not try to make the punishment more heavy by speaking again and again of his fault, and evincing her displeasure by trying to make the confinement as irksome to the child as possible; but, on the other hand, should do all in her power to alleviate it. "I am very sorry," she might say, "to have to keep you in the house. It would be much pleasanter for you to go out and play in the yard, if it was only safe. I don't blame you very much for running away. It is what foolish little children, as little as you, very often do. I suppose you thought it would be good fun to run out a little way in the street. And it is good fun; but it is not safe. By-and-by, when you grow a little larger, you won't be so foolish, and then I can trust you in the yard at any time without having to watch you at all. And now what can I get for you to amuse you while you stay in the house with me?"

Punishment coming in this way, and administered in this spirit, will irritate the mind and injure the temper comparatively little; and, instead of being less; will be much more effective in accomplishing the right kind of cure for the fault, than any stern, severe, and vindictive retribution can possibly be.

The Question of Corporal Punishment.

The question of resorting to corporal punishment in the training of the young has been much, very much, argued and discussed on both sides by writers on education; but it seems to me to be mainly a question of competency and skill. If the parent or teacher has tact or skill enough, and practical knowledge enough of the workings of the youthful mind, he can gain all the necessary ascendency over it without resort to the violent infliction of bodily pain in any form. If he has not these qualities, then he must turn to the next best means at his disposal; for it is better that a child should be trained and governed by the rod than not trained and governed at all. I do not suppose that savages could possibly control their children without blows; while, on the other hand, Maria Edgeworth would have brought under complete submission to her will a family of the most ardent and impulsive juveniles, perhaps without even a harsh word or a frown. If a mother begins with children at the beginning, is just and true in all her dealings with them, gentle in manner, but inflexibly firm in act, and looks constantly for Divine guidance and aid in her conscientious efforts to do her duty, I feel quite confident that it will never be necessary for her to strike them. The necessity may, however, sooner or later come, for aught I know, in the case of those who act on the contrary principle. Under such management, the rod may come to be the only alternative to absolute unmanageableness and anarchy.

There will be occasion, however, to refer to this subject more fully in a future chapter.

CHAPTER VI. REWARDING OBEDIENCE.

The mode of action described in the last two chapters for training children to habits of obedience consisted in discouraging disobedience by connecting some certain, though mild and gentle disadvantage, inconvenience, or penalty, with every transgression. In this chapter is to be considered another mode, which is in some respects the converse of the first, inasmuch as it consists in the encouragement of obedience, by often—not necessarily always—connecting with it some advantage, or gain, or pleasure; or, as it may be stated summarily, the cautious encouragement of obedience by rewards.

This method of action is more difficult than the other in the sense that it requires more skill, tact, and delicacy of perception and discrimination to carry it successfully into effect. The other demands only firm, but gentle and steady persistence. If the penalty, however slight it may be, always comes, the effect will take care of itself. But judiciously to administer a system of rewards, or even of commendations, requires tact, discrimination, and skill. It requires some observation of the peculiar characteristics of the different minds acted upon, and of the effects produced, and often some intelligent modification of the measures is required, to fit them to varying circumstances and times.

Obedience must not be Bought.

If the bestowing of commendation and rewards is made a matter of mere blind routine, as the assigning of gentle penalties may be, the result will become a mere system of bribing, or rather paying children to be good; and goodness that is bought, if it deserves the name of virtue at all, is certainly virtue of a very inferior quality.

Whether a reward conferred for obedience shall operate as a bribe, or rather as a price paid—for a bribe, strictly speaking, is a price paid, not for doing right, but for doing wrong—depends sometimes on very slight differences in the management of the particular case—differences which an undiscriminating mother will not be very ready to appreciate.

A mother, for example, going into the village on a summer afternoon, leaves her children playing in the yard, under the general charge of Susan, who is at work in the kitchen, whence she can observe them from time to time through the open window. She thinks the children will be safe, provided they remain in the yard. The only thing to be guarded against is the danger that they may go out through the gate into the road.

Two Different Modes of Management.

Under some circumstances, as, for example, where the danger to which they would be exposed in going into the road was very great, or where the mother can not rely upon her power to control her children's conduct by moral means in any way, the only safe method would be to fasten the gate. But if she prefers to depend for their safety on their voluntary obedience to her commands, and wishes, moreover, to promote the spirit of obedience by rewarding rather than punishing, she can make her rewards of the nature of hire or not, according to her mode of management.

If she wishes to hire obedience, she has only to say to the children that she is going into the village for a little time, and that they may play in the yard while she is gone, but must not go out of the gate; adding, that she is going to bring home some oranges or candies, which she will give them if she finds that they have obeyed her, but which she will not give them if they have disobeyed.

Such a promise, provided the children have the double confidence in their mother which such a method requires—namely, first, a full belief that she will really bring home the promised rewards, if they obey her; and secondly—and this is a confidence much less frequently felt by children, and much less frequently deserved by their mothers—a conviction that, in case they disobey, no importunities on their part or promises for the next time will induce their mother to give them the good things, but that the rewards will certainly be lost to them unless they are deserved, according to the conditions of the promise—in such a case—that is, when this double confidence exists, the promise will have great influence upon the children. Still, it is, in its nature, hiring them to obey. I do not say that this is necessarily a bad plan, though I think there is a better. Children may, perhaps, be trained gradually to habits of obedience by a system of direct rewards, and in a manner, too, far more agreeable to the parent and better for the child than by a system of compulsion through threats and punishment.

The Method of Indirect Rewarding.

But there is another way of connecting pleasurable ideas and associations with submission to parental authority in the minds of children, as a means of alluring them to the habit of obedience—one that is both more efficient in its results and more healthful