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Should Montessori be mandatory?

| November 19, 2015 | 1 Comment

By Glenn Rifkin

When it comes to producing creative business leaders, a Montessori education has proven to be a potent predictor of future success.

The unique and widely lauded education method, created more than a century ago by an Italian physician and education visionary, is built around the concept of self- directed learning, mixed-age classrooms, collaboration, creativity and social responsibility.

Eliminating the rigid structures of conventional classrooms, a Montessori school encourages students to embrace their curiosity, think imaginatively and see the world as an array of possibilities. In other words, it is an innovation incubator at the most basic level. And not surprisingly, the method has spawned a long list of overachievers.

The best-kept secret in education

When well-known American TV journalist Barbara Walters interviewed Google founders Larry Page and Sergey Brin in 20041 and asked what drove their success, she received an unexpected response: “Nursery school.”

When well-known American TV journalist Barbara Walters interviewed Google founders Larry Page and Sergey Brin in 20041 and asked what drove their success, she received an unexpected response: “Nursery school.”
Page and Brin are products of a Montessori education. “We both went to Montessori school,” said Page, “and I think (our success) was part of that training, not following rules and orders and being self-motivated, questioning what’s going on in the world, doing things a little bit different.”

Despite its century-old existence and thousands of Montessori schools around the world, the unique teaching method, hailed by its proponents as far more effective and rewarding than conventional public education, has received little attention outside its core support group. Its supporters call it “the best-kept secret in education”. But lately, the Montessori Method has sparked a growing wave of interest due to recent blogging on the remarkable list of Montessori alumni. Though the sampling is hardly scientific, the varied and eclectic mix of famous people who include Montessori in their educational background is too compelling to dismiss, especially in the world of business.

Made by Montessori

Besides Brin and Page, the list of entrepreneurs and innovators includes Jeff Bezos, founder and CEO of digital superstore; Steve Case, founder of American multinational mass media corporation AOL; management guru Peter Drucker; media mogul and rapper Sean ‘P Diddy’ Combs; the late Katharine Graham, former owner and publisher of the Washington Post; Jimmy Wales, founder of Wikipedia; and Will Wright, SimCity computer game designer.

Beyond the business realm, the list extends to a raft of highly creative, talented and accomplished people, including famed chef Julia Child; Jacqueline Kennedy Onassis; cellist Yo-Yo Ma; George Clooney, award-winning actor, producer and activist; actor John Cusack; actress Dakota Fanning; country singer Taylor Swift and magician David Blaine. The Nobel laureate in literature, Gabriel Garcia Marquez, author of One Hundred Years of Solitude (Harper Perennial Modern Classics, Reprint edition, 2006) credits his Montessori experience for a significant part of his success.

“I do not believe there is a method better than Montessori for making children sensitive to the beauties of the world and awakening their curiosity regarding the secrets of life,” Garcia Marquez has said.

In a 2011 blog on the Wall Street Journal website, author and entrepreneur Peter Sims wrote, “The Montessori educational approach might be the surest route to joining the creative elite, which are so overrepresented by the school’s alumni that one might suspect a Montessori Mafia.”

Key six-year study

Indeed, in a six-year study of 3 000 innovative executives, professors Jeff Dyer of Brigham Young University3 and Hal Gregersen of INSEAD in Europe4 discovered that a significant number of the respondents had gone to a Montessori school “where they learned to follow their curiosity”. The most creative respondents spoke about being raised in a supportive atmosphere where curiosity and inquisitiveness were strongly encouraged. In an interview with Fortune,5 Gregersen said, “If you look at four-year-olds, they are constantly asking questions and wondering how things work. But by the time they are six- and-a-half years old, they stop asking questions because they quickly learn that teachers value the right answers more than provocative questions. High school students rarely show inquisitiveness. And by the time they’re grown up and are in corporate settings, they have already had the curiosity drummed out of them.”

Schools, not factories

In the ongoing debate about the future of education in the US, many rue the factory model that has been in place for the nation’s public schools for more than a century and became a model for school systems around the world.6 Steve Denning, an author and global leadership guru,7 is often asked about the best ideas for education.

“The biggest problem is that we’re applying a factory model made up of hierarchical bureaucracies and a focus on efficiency, scalability and grinding out graduated students,” Denning said.8 “This system is run for the convenience of parents and educators and has little to do with lifelong learning that is critical to the future of the economy. When I started writing about this, people told me that we don’t need to invent a new system, it is already there. Montessori has been doing this for more than a century.”

Denning pointed out that the most successful companies these days are following vastly different strategies than the hierarchical bureaucracies that focus on little besides maximising shareholder value. Getting managers focused on efficiencies and savings ahead of adding value for customers is a philosophy that is rapidly showing its age and ineffectiveness. Denning suggested that a radical shift to a creative, innovative economy – as demonstrated by the likes of Apple, Google and – is required for 21st century winners.

“You have the basic challenge of a fundamental shift from the old model to running organisations aimed at adding value for customers, and running those organisations in a very different way to accomplish that,” Denning said. “The problem is that to do that, you need people who are graduates of a Montessori programme. You need people who are creative self- starters, who are comfortable doing that and want to live and flourish in that kind of world. The Montessori method fits perfectly into America’s emerging economy.”

How it works

As the young students arrive at the Cambridge Montessori School in Cambridge, Massachusetts, Katelyn Ryan, their 29- year-old teacher, reaches out to welcome each one and shake their hand. A visitor quickly realises that this classroom is different, physically and cognitively, from any public grade school he has seen.

Brandon, a quiet but precocious five-year-old, heads directly for one of the open wooden shelves that ring the classroom and pulls out some crayons and a poster-like outline of the United States. Without prompting, he begins colouring in the states as he concentrates on staying within the lines. When Benjamin, a four-year-old, arrives to join in, Brandon silently welcomes him by making room and eventually begins suggesting colouring tips to the younger child. Over the next hour, Brandon moves, unprompted, from one task to the next, quietly working with arithmetic materials, reading and other sensory tools that are a core feature of the Montessori Method. Brandon embodies the very concept of self-directed learning, which is at the heart of Montessori.

Ryan, who has taught at Cambridge Montessori for five years and is a product of a Montessori education herself, moves slowly around the classroom, which bears little resemblance to a conventional public schoolroom. Absent is the teacher’s desk at the front of the room, the large blackboard and the neatly arrayed rows of student desks. Instead, Ryan kneels next to each child, quietly asking about what the child is working on, making suggestions and offering encouragement. In Montessori, teachers are facilitators not instructors, guiding the natural process of learning. There are tables and chairs, all child- sized, and an array of Montessori educational tools, most of which date back to the origins of the method created by Maria Montessori in the late 19th and early 20th centuries. Child-sized cooking utensils and a kitchen area are part of the design in order for the children to learn practical skills as well.

There is a sense of calm and quiet purpose in the room. When one younger boy, age three, has trouble focusing on a project, Ryan talks with him and reminds him of tasks he has yet to complete. Montessori is all about self-directed learning, about allowing the child’s natural sense of curiosity and discovery to flourish. “The learning is all tactile, sensory learning,” Ryan explains. “We don’t try to have 20 students all focused on the same subject for 45 minutes and then switch to another subject. In that setting, you might have five who are focused while the rest are bored or disinterested. Here, each child is focused on their task.”

Some moan about Montessori

“Montessori was brilliant, and she doesn’t receive the credit she deserves when you think about educational reform,” said Ingrid Tucker, head of the Cambridge Montessori School.9 “What are school systems today trying to do? The very things she has done for 100 years.”

Tucker, who taught for years in private high schools, could always recognise the children who had early Montessori training. “I was blown away,” she said. “These kids were so much further ahead in math and in their other skill sets. There was a level of sophistication, of maturity, of depth and greater understanding and personal inquiry that set them apart.”

Of course, the Montessori Method is not without its detractors. Montessori has no tests, no grades and no homework. Conventional educators say that there is no reliable way to measure the Montessori outcomes. Over the years, parents and conventional educators have also worried that Montessori is too structured an environment and that students are not allowed to play or ‘be children’. Because most of the more than 5 000 Montessori facilities in the US are private schools with often pricey tuitions (the Cambridge Montessori School costs around US$23 000 per year), some critics say Montessori is only available to privileged children.

In fact, a large percentage of Montessori schools around the world are located in impoverished neighbourhoods and cater to underprivileged children. Maria Montessori set up the very first Montessori preschool in 1907 in one of Rome’s most downtrodden neighbourhoods, and this Casa dei Bambini became a model for future Montessori schools. In the US, more than 350 public and charter Montessori schools have achieved high levels of success.

Too old to unlearn?

Much of the discussion surrounding the Montessori Method is focused on educational philosophy. But what about its potential impact on business and leadership? Given the spate of successful alums in the corporate environment, are there lessons to be learned and adapted in training and development programmes for prospective managers and executives?

Daniel Pink, a best-selling author who writes about the changing world of work, believes the use of Montessori methods in corporate training is “a great idea”. Initiating such training is something else, however. “It would require people to unlearn some bad habits they’ve acquired in other types of formal education,” Pink said. “But that’s a speed bump, not a brick wall. If Montessori-style internal training isn’t already happening, someone should start it. It’s an idea whose time has come.”

Clearly some of the key attributes of Montessori are essential elements for strong leadership:

• self-directed learning
• focus on creative problem solving and innovative thinking
• students teaching other students
• stoking and encouraging curiosity
• comfort with ambiguous situations
• self-mastery of concepts to instil self-confidence
• embracing failure as a learning opportunity.

Montessori necessary for the new millennium

People like Denning believe that Montessori-like thinking is no longer a luxury but a necessity for a new millennium economy.

“An education like Montessori is a crucial part of this fundamental phase change to a creative economy, which is well under way,” he said. “The old dinosaurs are dying faster and faster, and new ones like Google and Amazon are emerging faster and faster. Some look at the current economic scene and see a deep recession, but we’re actually in a phase change to a different kind of economy. It is why we shouldn’t hold our breath for the old dinosaurs to start growing fast again.”

Sims is convinced that future generations of leaders will require the kind of educational experience that Montessori generates.

“I believe that the leaders of the future are the ones who will be able to think in an inductive, deductive, rational way and in a much more qualitative, discovery-oriented way,” Sims said. “It is especially important when they don’t know what problems they are even trying to solve. In that situation, you have to be comfortable with failure, comfortable with experimentation and not being perfect. Otherwise, you end up getting suffocated.

“If you feel comfortable doing both analysis and discovery when you are younger, you are at a distinct advantage in this world,” he said. “It is becoming, not just a distinct advantage, but there is going to be no other way to be raised if you want to be a professional.”

Maria Montessori always a maverick

Born in Ancona, Italy, in 1870, Maria Montessori displayed an early penchant for bucking conventional wisdom. In a conservative bastion like 19th century Italy, Montessori refused to follow traditional women’s roles and instead pursued a science education and became Italy’s first female physician. She became an early advocate for women’s rights, child labour laws and humanistic advances throughout Europe.

Teaching at the University of Rome, Montessori encountered the children of Rome’s working class and destitute at the university’s free clinics. In her work there, she realised that talent was universal but opportunity was not. These children, she discovered, came into the world with the same intelligence and potential as the children of the upper classes. They just needed a learning environment that would foster that potential in a way that was generally not available to such children. In 1901, she was appointed director of a school for mentally challenged children in what had been an insane asylum.

As a scientist, Montessori based her programme on observation and experimentation. She realised quickly that there were methods for teaching children who had been considered unteachable. The results startled her but reinforced the notion that children, regardless of their environment, were like sponges, eager to absorb everything and learn.

A rapidly spreading reputation

From these early experiences, Montessori set to work on creating the teaching methods that would redefine the whole idea of education. In 1907, blocked by Italy’s Ministry of Education from trying her methods on ‘normal’ children, Montessori set up her Casa dei Bambini (Children’s House) as a forerunner to today’s day-care centres. For these young children of working-class Italians, Montessori provided a warm, stable environment focused on learning academic subjects as well as practical life skills. The children, many of whom entered the classroom wild and disruptive, quickly embraced Montessori’s methods, literally begging to be taught more and more.

Her reputation spreading quickly, Montessori’s methods were studied by such leading lights as Jean Piaget, Erik Erikson, Bruno Bettelheim and Anna Freud. She brought her ideas to the United States in the early part of the 20th century and was embraced by the likes of Thomas Edison and Alexander Graham Bell. Edison founded a Montessori School, and Bell and his wife founded the Montessori Education Association in 1913. But the educational establishment in the US, fiercely dedicated to the factory model for education, mounted a vocal campaign denouncing Montessori and essentially drove her out of the country. Though her methods flourished across Europe and other parts of the world, Montessori schools did not reappear in the US until the 1960s, when a new generation of advocates spearheaded the effort.

Strong predictors of success

Among the key tenets of the Montessori Method:

• Montessori teachers act as coaches and facilitators for the children.
• Teachers have a deep respect for the children, and the children are taught to share that respect among themselves.
• Children are taught to be kind and peaceful.
• Classrooms are diverse and include multiple age groups.
• Students are taught to help younger children.
• Montessori assumes that children are born with native ‘intelliSense’ and each learns in his or her own way and at an individual pace. Students progress as they master new skills, moving ahead when they are ready.
• There are few texts, no homework, no tests and no grades.
• Rote memorisation and drilling are eliminated in favour of helping children truly understand a subject.
• Children learn that failure is acceptable and mistakes are simply learning experiences.

The foundational precepts of leadership that emerge from creativity, curiosity and self-awareness are the potent offspring of a Montessori education. Ingrained at an early age, these characteristics are strong predictors of future success.


1. See,for example: founders-google.
2. See,for example: montessori-mafia/.
3. See,for example:
4. See:
5. Hal Gregersen spoke a long similar lines at:
6. See,for example:
7. Steve Denning called for similar reformat:
8. See,for example:
9. See:
10. See:

Category: Featured Articles, Summer 2015

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  1. Linda Navon says:

    Hurray.. awesome article. This is what all parents need to read before placing their children into pre-school.
    Thank you

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