Mindset book summary
The Growth Mindset
Some people are smarter, more reflective or more exciting than others. For years, experts attributed those differences to the combination of each person's environment, physiology and genetic composition. But other factors help determine personal characteristics, including traits that have a "fixed" or "growth" mentality. Those who consider that their personality or intelligence are inflexible have a "fixed mindset". They believe that neither personality nor intelligence is subject to change and feel the need to prove constantly in all situations. People with a certain mentality often develop this attitude at an early age, generally due to the influence of their teachers or parents. Alternatively, people with a "growth Mindset" believe that they can improve or change their personality characteristics over time. They believe that the future offers opportunities to develop even in difficult times. To show the difference between fixed and growth Mindset, an interviewer asked people what they would do if they received a C + on the mid-term exam and then a parking lot. In front of the accumulated events, people with a fixed Mindset said that this situation would demonstrate that "the world is willing to catch me" or who were losers or idiots. People with growth Mindset said they would work more carefully at school.
The Impact of Mindset
The Mindset has important implications, although most people are very wrong when estimating their skills. People with a fixed Mindset take every failure personally. They interpret any reverse, from being fired until they were fired romantically, as a message of disapproval. Feeling unwanted increases its low self-esteem. People with a fixed Mindset work hard to hide their weaknesses, but believe that their relationships, their features and features of their partner are irreversible. On the contrary, people with a growth Mindset believe that they can change their personality traits. They feel that their skills can increase. It is more likely to develop their talent. They like to learn and feel frustrated when they are not developing their potential. Having a growth Mindset helps people deal with stress. The Mindset also determines the leadership qualities, including the performance of people at school. Medical students with a fixed mentality lost interest in an important class when they obtained a "c" rating. Accustomed to rapid reinforcements, they quickly stopped interested in not gaining rewards. Students with a mentality that developed as a class became more difficult. The Mindset plays a role in the development of "natural" talent. An academic researcher discovered that extraordinary people, from swimmers to musicians, did not show their talent until they were studied. For example, Mozart worked for a decade before writing something memorable. However, the inventors and artists mature the ability to learn over time. They do not trust only in their natural abilities. The Mindset are specific to various talents, so an artist may be more open to new ideas, but socially more restricted. The mind affects depressed people. Depressed students with growth Mindset work to solve their depressions while maintaining their school schedules and their external interests. Students with a fixed mentality tend to be less active and involved when they are depressed. People with a fixed mentality react differently from the praise that people with a growth Mindset. Children who are praised by their intelligence often adopt a fixed mentality and reject new challenges. In the tests, they wanted to base their success and not reveal any weakness. Students who were told that they had high skills did not like them to be asked to solve difficult problems. He said that extra work took away his enjoyment in learning. At the same time, students praised to make an effort and said they like to work on difficult problems. In the tests, praising a child's ability also works to reduce its intellectual coefficient score, but praise a child for high intellectual coefficient totals. Labeling people by using negative sexual and racial stereotypes ranging from calling "talented" or "extraordinary" children can be very harmful. Such labels can make people feel inferior and produce a negative prediction of sulfofilling. Often, being labeled encourages people not to live up to their potential. When people obey these stereotypes, they often lie or exaggerate their real achievements. Opinions of other people can be harmful. When teachers tell girls who are not good in mathematics or science, this can weaken them. A study by adolescent children discovered that when children were asked to validate negative stereotypes on girls, the reinforcement of those stereotypes increased the self-esteem of children. Change your mentality While the mentality produces definitive global interviews, people can change them by learning new skills. Humans can be taught how to respond in new ways, how to face challenges and think differently. For example, when athletes with a growth mentality challenged themselves, they developed positive traits. According to sports researchers, athletes with a growth Mindset did not focus on winning alone. He focused on the process and ignored distractions, enjoying the challenge as a conclusion. He learned from failure and acknowledged that hard work brought personal benefits. On the contrary, athletes with a fixed Mindset were forced to win to demonstrate that they were better than their competitors. When they lost, they were eliminated. Talent and learning today's businesses love talent. This without realizing it has led certain mentalities. Enron searched talented people with advanced titles. The problem is that it has also developed an internal culture where people can not fail without damaging their reputation and company image. Enron hated making mistakes and accepting a valuable image. When investors investigated their activities, the fixed mentality of its executives saw them as defensive and false. Research shows that companies with leaders with a growth Mindset look for employees who can overcome deficiencies and find solutions. These officials believe in the ability of people to get up and conquer their problems. A study compared companies according to the gain or loss of the price of their actions. When the companies, unlike the phenomenal growth (measured by the price of the actions) compared to the companies that did not grow, or the profits and then fade, discovered that corporate success was linked to the leaders who always had the company. Investigated processes and challenged their failures. For example, Circuit City's CEO discussed in its boardroom to discuss pressing problems in order to ask and learn from other members of the Board. Another study found that defining a task for students and explaining how success would be measured, can determine which mentality students have developed. The researchers gave a high production objective for the two groups of students to meet. He told a group that this would be measured by how much their members knew about a specific process (which represents a certain mentality). He asked other students to develop new skills so they could learn while they worked (due to a growth mentality). At first, both groups failed to meet the objectives. But over time, members of the Growth Mindage Group learned from their mistakes, motivated each other and pushed the other group forward. Training and teaching about mentality are productive ways to increase a student's self-esteem. The key is to show the student that the mentor is interested in promoting it, thus helping the general student's development process. However, teachers should be careful with their language. The blind praise often works against students because it can send mixed messages about the speed with which students learn, the effectiveness of their study habits or the ability they have. Praise students for their efforts and achievements, so that they can face more difficult challenges. Children can also interpret spontaneous comments such as "you learn too fast because you are too smart." This means that learning slowly is bad. Nor is it prudent to protect children from failure. Not be the best, or fail, often happens in life. This is a common phenomenon. Parents who focus only on being the best do not provide any substitute state for the child if he wins or not, letting the child blame others, devalue the activity or fail. Transform into a prediction of sulfofilling. Open and closed: mentality and leadership A leader who exhibits a certain mentality can make a company fail. A researcher discovered that corporate executives who focus on their personal reputation do so at the expense of their companies. For example, Lee Iacocca helped revive Chrysler, but then focused on his reputation. When he was alert, the company refused. The same researcher discovered that officials who are considered geniuses or visionaries do not form great teams. Albert Dunlap, a specialist in corporate changes that was always ready to demonstrate his worth, went to Sunbeam in 1996. He dismissed half of employees and appreciated both the actions that the company could not sell. With Sunbeam working, he dismissed those who did not agree with him and had to increase the income. He was expelled in three years. People with a growth mentality are in adversity. Take Jack Welch, for example, who took control of GE in 1980, when it was valued at $ 14 million. Twenty years later, he had a valuation of $ 490 billion. Welsh surpassed GE by recognizing that he was not a talented and promising man who was ready to learn. That launch worked. They worked to generate more employee comments and break arbitrary internal barriers. He often met with the staff on the mounting line to find his opinion. Once he went to a small club of senior GE managers and asked about the plans and activities of the group. Approximately one month later, the president of the club announced that the members would become volunteers from the community and that the club would open their membership. Two decades later, it has 42,000 members. Welch also dismissed four managers who met their financial objectives, but failed to comply with GE values. When GE purchased Kidder, Peabody & Co., they made costly mistake, but learned from it. The purchase cost GE million dollars and taught Welch the thin line between failure and excess of confidence. Good leaders have a desire to learn. The study found that there is no "natural leader". People change to become leaders. Instead of trying to identify future leaders for their "natural talent", companies should isolate leadership candidates depending on their potential for personal growth and then let them open up to learn new skills. In fact, when companies provide employees new opportunities to learn, they allow people to move forward, earn more and be better prepared for the challenges of life. In love and war, people with an open Mindset react differently in personal relationships than people with a fixed Mindset. People with a fixed Mindset seek spontaneous commitment and dramatic breaks.
The Impact of Mindset
The Mindset has important implications, although most people are very wrong when estimating their skills. People with a fixed Mindset take every failure personally. They interpret any reverse, from being fired until they were fired romantically, as a message of disapproval. Feeling unwanted increases its low self-esteem. People with a fixed Mindset work hard to hide their weaknesses, but believe that their relationships, their features and features of their partner are irreversible. On the contrary, people with a growth Mindset believe that they can change their personality traits. They feel that their skills can increase. It is more likely to develop their talent. They like to learn and feel frustrated when they are not developing their potential. Having a growth Mindset helps people deal with stress. The Mindset also determines the leadership qualities, including the performance of people at school. Medical students with a fixed mentality lost interest in an important class when they obtained a "c" rating. Accustomed to rapid reinforcements, they quickly stopped interested in not gaining rewards. Students with a mentality that developed as a class became more difficult. The Mindset plays a role in the development of "natural" talent. An academic researcher discovered that extraordinary people, from swimmers to musicians, did not show their talent until they were studied. For example, Mozart worked for a decade before writing something memorable. However, the inventors and artists mature the ability to learn over time. They do not trust only in their natural abilities. The Mindset are specific to various talents, so an artist may be more open to new ideas, but socially more restricted. The mind affects depressed people. Depressed students with growth Mindset work to solve their depressions while maintaining their school schedules and their external interests. Students with a fixed mentality tend to be less active and involved when they are depressed. People with a fixed mentality react differently from the praise that people with a growth Mindset. Children who are praised by their intelligence often adopt a fixed mentality and reject new challenges. In the tests, they wanted to base their success and not reveal any weakness. Students who were told that they had high skills did not like them to be asked to solve difficult problems. He said that extra work took away his enjoyment in learning. At the same time, students praised to make an effort and said they like to work on difficult problems. In the tests, praising a child's ability also works to reduce its intellectual coefficient score, but praise a child for high intellectual coefficient totals. Labeling people by using negative sexual and racial stereotypes ranging from calling "talented" or "extraordinary" children can be very harmful. Such labels can make people feel inferior and produce a negative prediction of sulfofilling. Often, being labeled encourages people not to live up to their potential. When people obey these stereotypes, they often lie or exaggerate their real achievements. Opinions of other people can be harmful. When teachers tell girls who are not good in mathematics or science, this can weaken them. A study by adolescent children discovered that when children were asked to validate negative stereotypes on girls, the reinforcement of those stereotypes increased the self-esteem of children. Change your mentality While the mentality produces definitive global interviews, people can change them by learning new skills. Humans can be taught how to respond in new ways, how to face challenges and think differently. For example, when athletes with a growth mentality challenged themselves, they developed positive traits. According to sports researchers, athletes with a growth Mindset did not focus on winning alone. He focused on the process and ignored distractions, enjoying the challenge as a conclusion. He learned from failure and acknowledged that hard work brought personal benefits. On the contrary, athletes with a fixed Mindset were forced to win to demonstrate that they were better than their competitors. When they lost, they were eliminated. Talent and learning today's businesses love talent. This without realizing it has led certain mentalities. Enron searched talented people with advanced titles. The problem is that it has also developed an internal culture where people can not fail without damaging their reputation and company image. Enron hated making mistakes and accepting a valuable image. When investors investigated their activities, the fixed mentality of its executives saw them as defensive and false. Research shows that companies with leaders with a growth Mindset look for employees who can overcome deficiencies and find solutions. These officials believe in the ability of people to get up and conquer their problems. A study compared companies according to the gain or loss of the price of their actions. When the companies, unlike the phenomenal growth (measured by the price of the actions) compared to the companies that did not grow, or the profits and then fade, discovered that corporate success was linked to the leaders who always had the company. Investigated processes and challenged their failures. For example, Circuit City's CEO discussed in its boardroom to discuss pressing problems in order to ask and learn from other members of the Board. Another study found that defining a task for students and explaining how success would be measured, can determine which mentality students have developed. The researchers gave a high production objective for the two groups of students to meet. He told a group that this would be measured by how much their members knew about a specific process (which represents a certain mentality). He asked other students to develop new skills so they could learn while they worked (due to a growth mentality). At first, both groups failed to meet the objectives. But over time, members of the Growth Mindage Group learned from their mistakes, motivated each other and pushed the other group forward. Training and teaching about mentality are productive ways to increase a student's self-esteem. The key is to show the student that the mentor is interested in promoting it, thus helping the general student's development process. However, teachers should be careful with their language. The blind praise often works against students because it can send mixed messages about the speed with which students learn, the effectiveness of their study habits or the ability they have. Praise students for their efforts and achievements, so that they can face more difficult challenges. Children can also interpret spontaneous comments such as "you learn too fast because you are too smart." This means that learning slowly is bad. Nor is it prudent to protect children from failure. Not be the best, or fail, often happens in life. This is a common phenomenon. Parents who focus only on being the best do not provide any substitute state for the child if he wins or not, letting the child blame others, devalue the activity or fail. Transform into a prediction of sulfofilling. Open and closed: mentality and leadership A leader who exhibits a certain mentality can make a company fail. A researcher discovered that corporate executives who focus on their personal reputation do so at the expense of their companies. For example, Lee Iacocca helped revive Chrysler, but then focused on his reputation. When he was alert, the company refused. The same researcher discovered that officials who are considered geniuses or visionaries do not form great teams. Albert Dunlap, a specialist in corporate changes that was always ready to demonstrate his worth, went to Sunbeam in 1996. He dismissed half of employees and appreciated both the actions that the company could not sell. With Sunbeam working, he dismissed those who did not agree with him and had to increase the income. He was expelled in three years. People with a growth mentality are in adversity. Take Jack Welch, for example, who took control of GE in 1980, when it was valued at $ 14 million. Twenty years later, he had a valuation of $ 490 billion. Welsh surpassed GE by recognizing that he was not a talented and promising man who was ready to learn. That launch worked. They worked to generate more employee comments and break arbitrary internal barriers. He often met with the staff on the mounting line to find his opinion. Once he went to a small club of senior GE managers and asked about the plans and activities of the group. Approximately one month later, the president of the club announced that the members would become volunteers from the community and that the club would open their membership. Two decades later, it has 42,000 members. Welch also dismissed four managers who met their financial objectives, but failed to comply with GE values. When GE purchased Kidder, Peabody & Co., they made costly mistake, but learned from it. The purchase cost GE million dollars and taught Welch the thin line between failure and excess of confidence. Good leaders have a desire to learn. The study found that there is no "natural leader". People change to become leaders. Instead of trying to identify future leaders for their "natural talent", companies should isolate leadership candidates depending on their potential for personal growth and then let them open up to learn new skills. In fact, when companies provide employees new opportunities to learn, they allow people to move forward, earn more and be better prepared for the challenges of life. In love and war, people with an open Mindset react differently in personal relationships than people with a fixed Mindset. People with a fixed Mindset seek spontaneous commitment and dramatic breaks.
About the Author
Carol S. Dweck, Ph.D., is a leading researcher in personality and psychology. A psychology professor at Stanford University, she formerly taught at Columbia University. She is a member of the American Academy of Arts and Sciences. She also wrote SelfTheories, which was named Book of the Year by the World Education Fellowship.
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