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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.

Shirky almost completely ignores pedagogy in this article. While this paragraph addresses learning and course structure, he doesn’t address or attempt to justify the learning modes that banning laptops is meant to protect. The assumption of his argument is that the classroom is a place where mostly lectures (and some discussions) happen. I do not doubt that portable electronics provide unique challenges to lecturing; but is this narrow definition of the classroom — a place where an instructor delivers knowledge to students who must pay attention — one we should be defending from these increasingly ubiquitous technologies?

Yet, what goes unremarked on in the study is how abysmally all of the students did on the comprehension tests.

Students didn’t start being distracted in class with the introduction of laptops, so instructors are better off addressing the root problem: making their courses engaging and interesting.

why must we ask the 21st century to wait outside our classes? Is it just to protect the lecture? We know what a classroom designed around lectures, notes, and quizzes can do, and it is not impressive.

Perhaps by embracing the new forms and structures of communication enabled by laptops and other portable electronics we might discover new classroom practices that enable new and better learning outcomes.

what is the value of pedagogies like lecturing? What is the value of attention-structuring activities like note-taking?

I’m not for banning lectures, either. What I am for is pedagogies that are nimble and responsive to a range of needs and outcomes for both instructor and student. The lecture has its place. Asking students to close their laptops has its place. But, failing to explore new possibilities for education prompted by emerging technologies does not serve the interests of either group.

If you have spent your time in class trying to write things down rather than listening fully, of course you won’t remember what was said, and will feel later like you have to rely on your notes.

we want to create a generation of critical thinkers then we must introduce them to their birthright, giving them the tools to analyze the world by teaching a structured curriculum full of powerful ideas