Why waste time proving over and over how great you are, when you could be getting better?
When Jordan was cut from the varsity team, he was devastated. His mother says, “I told him to go back and discipline himself.
When I was a young researcher, just starting out, something happened that changed my life. I was obsessed with understanding how people cope with failures, and I decided to study it by watching how students grapple with hard problems.
What are the consequences of thinking that your intelligence or personality is something you can develop, as opposed to something that is a fixed, deep-seated trait? Let’s first look in on the age-old, fiercely waged debate about human nature and then return to the question of what these beliefs mean for you.
Then I told her to change her mindset. “Look,” I said, “it’s not about you. That’s their job. Their job is to find every possible flaw. Your job is to learn from the critique and make your paper even better.” Within hours she was revising her paper, which was warmly accepted. She tells me: “I never felt judged again. Never. Every time I get that critique, I tell myself, ‘Oh, that’s their job,’ and I get to work immediately on my job.
Believing that your qualities are carved in stone – the fixed mindset – creates an urgency to prove yourself over and over. If you have only a certain amount of intelligence, a certain personality, and a certain moral character – well, then you’d better prove that you have a healthy dose of them. It simply wouldn’t do to look or feel deficient in these most basic characteristics.
Real self-confidence is not reflected in a title, an expensive suit, a fancy car, or a series of acquisitions. It is reflected in your mindset: your readiness to grow.
In 2001 came the announcement that shocked the corporate world. Enron – the corporate poster child, the company of the future – had gone belly-up. What happened? How did such spectacular promise turn into such a spectacular disaster? Was it incompetence? Was it corruption? It was mindset.
For thirty years, my research has shown that the view you adopt for yourself profoundly affects the way you lead your life. It can determine whether you become the person you want to be and whether you accomplish the things you value. How does this happen? How can a simple belief have the power to transform your psychology and, as a result, your life?
So in the fixed mindset, both positive and negative labels can mess with your mind. When you’re given a positive label, you’re afraid of losing it, and when you’re hit with a negative label, you’re afraid of deserving it.
You can always substantially change how intelligent you are.
The fixed mindset, plus stereotyping, plus women’s trust in people’s assessments: I think we can begin to understand why there’s a gender gap in math and science.
People with the growth mindset hoped for a different kind of partner. They said their ideal mate was someone who would: See their faults and help them to work on them. Challenge them to become a better person.
I’ve seen so many people with this one consuming goal of proving themselves – in the classroom, in their careers, and in their relationships. Every situation calls for a confirmation of their intelligence, personality, or character. Every situation is evaluated: Will I succeed or fail? Will I look smart or dumb? Will I be accepted or rejected? Will I feel like a winner or a loser?
There’s another mindset in which these traits are not simply a hand you’re dealt and have to live with, always trying to convince yourself and others that you have a royal flush when you’re secretly worried it’s a pair of tens. In this mindset, the hand you’re dealt is just the starting point for development. This growth mindset is based on the belief that your basic qualities are things you can cultivate through your efforts.
Tout comprendre c’est tout pardonner.
There are so many ways the fixed mindset creates groupthink. Leaders are seen as gods who never err. A group invests itself with special talents and powers. Leaders, to bolster their ego, suppress dissent. Or workers, seeking validation from leaders, fall into line behind them.
The idea that one evaluation can measure you forever is what creates the urgency for those with the fixed mindset. That’s why they must succeed perfectly and immediately. Who can afford the luxury of trying to grow when everything is on the line right now?
Think about effort as a positive constructive force, not as a big drag.
George Dantzig was a graduate student in math at Berkeley. One day, as usual, he rushed in late to his math class and quickly copied the two homework problems from the blackboard. When he later went to do them, he found them very difficult, and it took him several days of hard work to crack them open and solve them. They turned out not to be homework problems at all. They were two famous math problems that had never been solved.
There is a French expression: “Tout comprendre c’est tout pardonner.” To understand all is to forgive all.