As this article in the New York Times explores, companies are looking for employees who are willing to keep developing over those who think their abilities are fixed.
People with a “fixed mind set” generally believe that they were born with all their talents and abilities preset.
In contrast people with a “growth mind set” believe that they can develop their talent and abilities. According to Stanford psychologist Carol Dweck, the people “who believe that talent can be developed are the ones who really push, stretch, confront their own mistakes and learn from them.” [See diagram here].
Dweck believes that these traits apply especially in the workplace. It’s not necessarily a good idea to hire the best and the brightest, who tend to be idealistic and egotistical. Instead, organisations should look for individuals with the growth mind-set, who are most willing to push themselves, and be part of a greater whole.
The article cites the experience of Scott Forstall, the senior VP at Apple who was responsible for putting together the development team for the iPhone.
Forstall identified a number of superstars within various departments at Apple and asked them in for a chat.
“At the beginning of each interview, he warned the recruit that he couldn’t reveal details of the project he was working on. But he promised the opportunity, Ms. Dweck says, ‘to make mistakes and struggle, but eventually we may do something that we’ll remember the rest of our lives.’
Only people who immediately jumped at the challenge ended up on the team. ‘It was his intuition that he wanted people who valued stretching themselves over being king of their particular hill,’ Dweck says”
Is it possible for people to ‘phase-shift’ from a fixed mind-set to a growth mind-set?
This is an area where we believe that rewards and the science of motivation can reinforce teamwork and instill growth mind-set behaviours, helping individuals push themselves further, rather than taking the safe route.
Promotions and salary raises will reflect abilities and talents over the long term, but rewards and incentives can drive performance and encourage the ‘growth mind-set’ with rapid results.