Juárez Correa didn’t know it yet, but he had happened on an emerging educational philosophy, one that applies the logic of the digital age to the classroom. That logic is inexorable: Access to a world of infinite information has changed how we communicate, process information, and think. Decentralized systems have proven to be more productive and agile than rigid, top-down ones. Innovation, creativity, and independent thinking are increasingly crucial to the global economy.
And yet the dominant model of public education is still fundamentally rooted in the industrial revolution that spawned it, when workplaces valued punctuality, regularity, attention, and silence above all else. (In 1899, William T. Harris, the US commissioner of education, celebrated the fact that US schools had developed the “appearance of a machine,” one that teaches the student “to behave in an orderly manner, to stay in his own place, and not get in the way of others.”) We don’t openly profess those values nowadays, but our educational system—which routinely tests kids on their ability to recall information and demonstrate mastery of a narrow set of skills—doubles down on the view that students are material to be processed, programmed, and quality-tested. School administrators prepare curriculum standards and “pacing guides” that tell teachers what to teach each day. Legions of managers supervise everything that happens in the classroom; in 2010 only 50 percent of public school staff members in the US were teachers.
The results speak for themselves: Hundreds of thousands of kids drop out of public high school every year. Of those who do graduate from high school, almost a third are “not prepared academically for first-year college courses,” according to a 2013 report from the testing service ACT. The World Economic Forum ranks the US just 49th out of 148 developed and developing nations in quality of math and science instruction. “The fundamental basis of the system is fatally flawed,” says Linda Darling-Hammond, a professor of education at Stanford and founding director of the National Commission on Teaching and America’s Future. “In 1970 the top three skills required by the Fortune 500 were the three Rs: reading, writing, and arithmetic. In 1999 the top three skills in demand were teamwork, problem-solving, and interpersonal skills. We need schools that are developing these skills.”
That’s why a new breed of educators, inspired by everything from the Internet to evolutionary psychology, neuroscience, and AI, are inventing radical new ways for children to learn, grow, and thrive. To them, knowledge isn’t a commodity that’s delivered from teacher to student but something that emerges from the students’ own curiosity-fueled exploration. Teachers provide prompts, not answers, and then they step aside so students can teach themselves and one another. They are creating ways for children to discover their passion—and uncovering a generation of geniuses in the process.
At home in Matamoros, Juárez Correa found himself utterly absorbed by these ideas. And the more he learned, the more excited he became. On August 21, 2011—the start of the school year — he walked into his classroom and pulled the battered wooden desks into small groups. When Paloma and the other students filed in, they looked confused. Juárez Correa invited them to take a seat and then sat down with them.
He started by telling them that there were kids in other parts of the world who could memorize pi to hundreds of decimal points. They could write symphonies and build robots and airplanes. Most people wouldn’t think that the students at José Urbina López could do those kinds of things. Kids just across the border in Brownsville, Texas, had laptops, high-speed Internet, and tutoring, while in Matamoros the students had intermittent electricity, few computers, limited Internet, and sometimes not enough to eat.
“But you do have one thing that makes you the equal of any kid in the world,” Juárez Correa said. “Potential.”
He looked around the room. “And from now on,” he told them, “we’re going to use that potential to make you the best students in the world.”
Paloma was silent, waiting to be told what to do. She didn’t realize that over the next nine months, her experience of school would be rewritten, tapping into an array of educational innovations from around the world and vaulting her and some of her classmates to the top of the math and language rankings in Mexico.
“So,” Juárez Correa said, “what do you want to learn?”
In 1999, Sugata Mitra was chief scientist at a company in New Delhi that trains software developers. His office was on the edge of a slum, and on a hunch one day, he decided to put a computer into a nook in a wall separating his building from the slum. He was curious to see what the kids would do, particularly if he said nothing. He simply powered the computer on and watched from a distance. To his surprise, the children quickly figured out how to use the machine.
Over the years, Mitra got more ambitious. For a study published in 2010, he loaded a computer with molecular biology materials and set it up in Kalikuppam, a village in southern India. He selected a small group of 10- to 14-year-olds and told them there was some interesting stuff on the computer, and might they take a look? Then he applied his new pedagogical method: He said no more and left.
Over the next 75 days, the children worked out how to use the computer and began to learn. When Mitra returned, he administered a written test on molecular biology. The kids answered about one of four questions correctly. After another 75 days, with the encouragement of a friendly local, they were getting every other question right. “If you put a computer in front of children and remove all other adult restrictions, they will self-organize around it,” Mitra says, “like bees around a flower.”
A charismatic and convincing proselytizer, Mitra has become a darling in the tech world. In early 2013 he won a $1 million grant from TED, the global ideas conference, to pursue his work. He’s now in the process of establishing seven “schools in the cloud,” five in India and two in the UK. In India, most of his schools are single-room buildings. There will be no teachers, curriculum, or separation into age groups—just six or so computers and a woman to look after the kids’ safety. His defining principle: “The children are completely in charge.”
“THE BOTTOM LINE IS, IF YOU’RE NOT THE ONE CONTROLLING YOUR LEARNING, YOU’RE NOT GOING TO LEARN AS WELL.”
Mitra argues that the information revolution has enabled a style of learning that wasn’t possible before. The exterior of his schools will be mostly glass, so outsiders can peer in. Inside, students will gather in groups around computers and research topics that interest them. He has also recruited a group of retired British teachers who will appear occasionally on large wall screens via Skype, encouraging students to investigate their ideas—a process Mitra believes best fosters learning. He calls them the Granny Cloud. “They’ll be life-size, on two walls” Mitra says. “And the children can always turn them off.”
Mitra’s work has roots in educational practices dating back to Socrates. Theorists from Johann Heinrich Pestalozzi to Jean Piaget and Maria Montessori have argued that students should learn by playing and following their curiosity. Einstein spent a year at a Pestalozzi-inspired school in the mid-1890s, and he later credited it with giving him the freedom to begin his first thought experiments on the theory of relativity. Google founders Larry Page and Sergey Brin similarly claim that their Montessori schooling imbued them with a spirit of independence and creativity.
In recent years, researchers have begun backing up those theories with evidence. In a 2011 study, scientists at the University of Illinois at Urbana-Champaign and the University of Iowa scanned the brain activity of 16 people sitting in front of a computer screen. The screen was blurred out except for a small, movable square through which subjects could glimpse objects laid out on a grid. Half the time, the subjects controlled the square window, allowing them to determine the pace at which they examined the objects; the rest of the time, they watched a replay of someone else moving the window. The study found that when the subjects controlled their own observations, they exhibited more coordination between the hippocampus and other parts of the brain involved in learning and posted a 23 percent improvement in their ability to remember objects. “The bottom line is, if you’re not the one who’s controlling your learning, you’re not going to learn as well,” says lead researcher Joel Voss, now a neuroscientist at Northwestern University.
In 2009, scientists from the University of Louisville and MIT’s Department of Brain and Cognitive Sciences conducted a study of 48 children between the ages of 3 and 6. The kids were presented with a toy that could squeak, play notes, and reflect images, among other things. For one set of children, a researcher demonstrated a single attribute and then let them play with the toy. Another set of students was given no information about the toy. This group played longer and discovered an average of six attributes of the toy; the group that was told what to do discovered only about four. A similar study at UC Berkeley demonstrated that kids given no instruction were much more likely to come up with novel solutions to a problem. “The science is brand-new, but it’s not as if people didn’t have this intuition before,” says coauthor Alison Gopnik, a professor of psychology at UC Berkeley.
Gopnik’s research is informed in part by advances in artificial intelligence. If you program a robot’s every movement, she says, it can’t adapt to anything unexpected. But when scientists build machines that are programmed to try a variety of motions and learn from mistakes, the robots become far more adaptable and skilled. The same principle applies to children, she says.