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Who can seriously claim that a Harvard University that was 72 percent Asian would deliver the same grooming for elite status its students had gone there to receive?

The researcher was talking about what some refer to as the “Bamboo Ceiling”—an invisible barrier that maintains a pyramidal racial structure throughout corporate America, with lots of Asians at junior levels, quite a few in middle management, and virtually none in the higher reaches of leadership. The failure of Asian-Americans to become leaders in the white-collar workplace does not qualify as one of the burning social issues of our time. But it is a part of the bitter undercurrent of Asian-American life that so many Asian graduates of elite universities find that meritocracy as they have understood it comes to an abrupt end after graduation

It’s racist to think that any given Asian individual is unlikely to be creative or risk-taking. It’s simple cultural observation to say that a group whose education has historically focused on rote memorization and “pumping the iron of math” is, on aggregate, unlikely to yield many people inclined to challenge authority or break with inherited ways of doing things.

Leadership Education for Asian Pacifics. LEAP has parsed the complicated social dynamics responsible for the dearth of Asian-American leaders and has designed training programs that flatter Asian people even as it teaches them to change their behavior to suit white-American expectations. Asians who enter a LEAP program are constantly assured that they will be able to “keep your values, while acquiring new skills,” along the way to becoming “culturally competent leaders.”

The law professor and writer Tim Wu grew up in Canada with a white mother and a Taiwanese father, which allows him an interesting perspective on how whites and Asians perceive each other. After graduating from law school, he took a series of clerkships, and he remembers the subtle ways in which hierarchies were developed among the other young lawyers. “There is this automatic assumption in any legal environment that Asians will have a particular talent for bitter labor,” he says, and then goes on to define the word coolie,a Chinese term for “bitter labor.” “There was this weird self-selection where the Asians would migrate toward the most brutal part of the labor.” By contrast, the white lawyers he encountered had a knack for portraying themselves as above all that. “White people have this instinct that is really important: to give off the impression that they’re only going to do the really important work. You’re a quarterback. It’s a kind of arrogance that Asians are trained not to have. Someone told me not long after I moved to New York that in order to succeed, you have to understand which rules you’re supposed to break. If you break the wrong rules, you’re finished. And so the easiest thing to do is follow all the rules. But then you consign yourself to a lower status. The real trick is understanding what rules are not meant for you.” This idea of a kind of rule-governed rule-breaking—where the rule book was unwritten but passed along in an innate cultural sense—is perhaps the best explanation I have heard of how the Bamboo Ceiling functions in practice. LEAP appears to be very good at helping Asian workers who are already culturally competent become more self-aware of how their culture and appearance impose barriers to advancement.

If the Bamboo Ceiling is ever going to break, it’s probably going to have less to do with any form of behavior assimilation than with the emergence of risk-­takers whose success obviates the need for Asians to meet someone else’s behavioral standard. People like Steve Chen, who was one of the creators of YouTube, or Kai and Charles Huang, who created Guitar Hero. Or Tony Hsieh, the founder of Zappos.com, the online shoe retailer that he sold to Amazon for about a billion dollars in 2009.

though the debate she sparked about Asian-American life has been of questionable value, we will need more people with the same kind of defiance, willing to push themselves into the spotlight and to make some noise, to beat people up, to seduce women, to make mistakes, to become entrepreneurs, to stop doggedly pursuing official paper emblems attesting to their worthiness, to stop thinking those scraps of paper will secure anyone’s happiness, and to dare to be interesting.

the school needs to create an atmosphere for reflection

a time and a place for looking backward and inward, not forward and outward

We are going to take a break from what we have been doing, stand back, and ask ourselves, What have we learned from doing our work today?

the tradition in education is to simply discard what has happened and move on to new topics. This episodic approach is reflected in both classroom instruction and assessment and in change efforts as schools frantically strive to stay abreast of an array of educational improvements and mandates. Knowledgeable, vigilant, and reflective organizations, however, view school change from a broader perspective—as a process of revealing and emancipating

In reflective schools, there is no such thing as failure—only the production of personal insights from one's experiences.

which dispositions were you most aware of in your own learning

Collecting work provides documentation for comparing students' levels of knowledge and performance at the beginning, middle, and end of a project.