Way of thinking: Summary

Dr. Carol S. Dweck was asked by her students to write a book about the results of their many years of research. Dr. Carol S. Dweck stood up on this occasion to write this book, Mindset: A New Psychology of Success, and How We Learn to Realize Our Potential. What you accomplish, not what was given to you at birth. In simple terms, she is an ordinary real person like herself and her students, an artist like Picasso, basketball player Michael Jordan and tennis player John McEnroe, a great Russian dance instructor and CEO of various companies. Please list some of them. In the third paragraph of her introduction, she writes: “… you learn how a simple belief about yourself … leads most of your life … in fact it pervades every part of your life .. . “Therefore, she draws the reader into the book and makes the reader one of her actual examples because the reader finds herself in these examples.

In the first section of the book, Dr. Dweck introduces two types of thinking: fixed thinking and growth thinking. She writes how she learned from 10-year-olds that failure can turn into a gift if you have the right mindset. By solving difficult puzzles, the children hone their intellectual skills through their efforts and never gave up. These children became her role models in pursuit of whether human qualities could be cultivated or curved into stone. Each one has his or her own genetic grace, but experience, training, and personal effort take them the rest of the way.

Dr. Dweck’s 20-year study has shown that the perspectives you adopt for yourself have a profound effect on the way you live your life. She writes that if you believe that your qualities and characteristics are stone-curved and cannot be changed, you have a fixed mindset. And if you believe that you can develop and nurture important qualities and traits, you have the idea of ​​growth.

Fixed-minded people believe that an individual’s intellect, quality, and traits are a fixed quantity and cannot be increased. If they are doing well at school, they are smarter than others who are not doing well. If they are doing well in sports, they are giving them talent at birth. They spend time proving that they are better in the quality given to them, just to prove that they were given healthy doses and that they were not in short supply. I will. When something goes wrong for people with a fixed mindset, they always blame it on something else.

People in the growth mindset always work hard to be better. They sit down and do not consider their achievements the ultimate goal. There is always room for improvement in their minds. They don’t have time to sit down and consider themselves the best or better than others. They don’t have time to sit down and think they have a special talent. They are busy thinking about how they can improve it and what changes they can make if what is expected goes wrong. For them, if something goes wrong, it’s not a failure. Finding a way to do that is a challenge.

The second section of the book, Dr. Dweck, introduces her research journey of fixed thinking and the journey of thinking of growth through several eyes. These two ideas show how people are created and destroyed in our daily lives. In individual sports, she gives examples of John McEnroe’s fixed thinking in tennis. He was an excellent player who worked hard, believing in talent, not effort. When he didn’t win, he blamed it on something else. Like when he blamed the system for not like the game anymore. He is not responsible. Michael Jordan, on the other hand, has a growth mindset. If he missed a goal, he practiced for hours trying to figure out why he missed it. In team sports, the author was tactically and strategically average, but here’s an example of Couch John Wooden, who won 10 national championships. Wooden said he had a growth mindset and was good at getting players to play a role as part of the team. He was concerned about the feelings of the players. Fixed the idea that Bob Knight chose players for his talent. He was a good coach, but used the dictator’s approach to win. Victory was short-lived and in the process destroyed an individual character.

In the enterprise, the author uses General Electric CEO Jack Welch as a fixed idea of ​​being humble and growing at the same time. Lee Iacocca’s stereotypes are good for rushing the company to the top, but you need to get rid of him before he breaks it. The Ford Motor Company did just that, and Lee Iacocca wasn’t happy. Fixed-minded leaders are more interested in being heroes and prioritize ego over corporate welfare. The author gives an example of Enron as a company with clever people at a high level of fixed thinking. Enron hired talented and wise people and paid the highest price to close the company. Enron is a good example of groupthink where executives are obsessed with their brilliance and superiority and make catastrophic decisions.

In romance, these two ideas can build or break relationships. In her study, Dr. Dweck found that he felt that fixed thinking was judged and labeled by the refusal of parting. They also chose revenge as a means of reaching those who hurt them. The idea of ​​growth has chosen to forgive, learn from it, and move on. The author cites Hillary Clinton as an example of going to cancel to forgive her husband and save her relationship. It takes time and effort to develop the emotional skills needed to maintain relationships.

Dr. Dweck concludes this third section with the impact of parent, teacher, and coach thinking on the children they care for. In her study, she found that children interpret words of parental support and encouragement with a fixed-minded approach. This can lead to failures. For example, “… you learned it very quickly! You are very smart …” is interpreted as “… if I don’t learn something right away, I’m not smart …” I will. Teachers and coaches should refrain from giving praise to judge their intellect and talent, but they should praise them for the work they have done. Initial skill. The children give everything in turn and make the flowers bloom. The author points out, “… as parents, teachers, and coaches, we are entrusted with people’s lives. They are our responsibility and our legacy …”.

In the fourth section of the book, Dr. Dweck sees people change and embarks on the most satisfying part of her work. People are not aware or aware of their beliefs. Dr. Aaron Beck, a psychiatrist, has found that he can teach them how to treat and change these beliefs. And cognitive therapy, one of the most effective treatments ever developed, was born. Dr. Dweck used a workshop to investigate how fixed-minded people handled the information they received. She noticed that they valued each piece of information. The good ones led to a very strong positive label and the bad ones led to a very strong negative label. People with a growth mind are also constantly monitoring what is happening, but their internal monologue is not about judging themselves or others. They are sensitive to positive and negative information, but are attuned to their impact on learning and constructive behavior. Dr. Dweck also held a workshop for students. The workshop requires a large number of staff to provide the materials. Therefore, the workshop materials were placed in an interactive computer module. The teacher taught the class through modules and called it brainology. In these thinking workshops, students take charge of their brains.

It is interesting to note how simple characteristics such as thinking affect the decision making of a wide range of populations. Kindergarten students, CEO of a billion-dollar company, hospital surgeons, practice and court sportsmen, luxury hotel chefs, select dance students and sports teams. College students drop out of class or drop out of school because they have a fixed mindset. The idea of ​​growth helps us learn to deal with anger and deal with the stereotypes of racial and gender discrimination. It’s very attractive.