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So Finland might not be so great after all, partly because its centralised curriculum has ignored certain concepts that are not tested in PISA.

choice is extensive

Elementary students in Finland often have the SAME teacher for up to SIX YEARS of their education.

Finland understands that the ability to teach isn’t something that can be gained from studying. It is usually a gift and passion.  Some have it, some don’t.

They do not try to interfere or usurp their authority and decisions.

Study after study

Imagine all of the exciting things you could do with your students if there wasn’t a giant state test looming over your head every year.  Imagine the freedom you could have if your pay wasn’t connected to your student’s test scores.  Imagine how much more fun and engaging your lessons would be!

teachers take their time.  They look deeper into the topic and don’t panic if they are a little behind or don’t cover every topic in the existence of mathematics in a single year.

math ONCE a week

The students get to actually understand the material before they are forced on to a new topic.

Finnish students have the least amount of homework in the world.  They average under half an hour of homework a night.  Finnish students typically do not have outside tutors or lessons either.

I won’t give you homework if you work on this while you are in my classroom.”

Trust is key

The apparent struggles of the floundering group have what Kapur calls a “hidden efficacy”: they lead people to understand the deep structure of problems, not simply their correct solutions.

they’re able to transfer the knowledge they’ve gathered more effectively than those who were the passive recipients of someone else’s expertise.

“design for productive failure” by building it into the learning process.

The first involves adjusting the difficulty level of prefabricated skills-based exercises based on students’ test scores, and it requires the purchase of software. The second involves working with each student to create projects of intellectual discovery that reflect his or her unique needs and interests, and it requires the presence of a caring teacher who knows each child well

even if ed tech were adopted as thoughtfully as its proponents claim, we’re still left with deep reasons to be concerned about the outmoded model of teaching that it helps to preserve — or at least fails to help us move beyond

teachers are far more likely to use tech to make their own jobs easier and to supplement traditional instructional strategies than to put students in control of their own learning

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.