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Dr. Carol S. Dweck was challenged by her student to write down a book on the results of years of their research study. Dr. Carol S. Dweck rose to the occasion and has written this book, "Mindset: The New Psychology of Success, and the way we are able to Learn to meet Our Potential" within the hope that it'll help the standard creature understand that life is what you create it and not what was dealt with you at birth.
She has written in simple language giving samples of ordinary real people like herself and her students, artists like Picasso, sportsmen like Michael Jordan, the cager and John McEnroe the athlete, Marina Semyonova the good Russian dance instructor and CEOs of various companies to call some.
within the third paragraph of her introduction she writes, "... you'll find out how a straightforward belief about yourself... guides an outsized a part of your life... of course it permeates every a part of your life... " Thus she draws the reader into the book, making the reader one among her world examples because the reader finds himself or herself in these examples.
Dr. Dweck introduces the 2 sorts of mindsets, the fixed mindset and therefore the growth mindset within the first section of the book.
She writes how she learned from ten-year-old kids that failure might be become a present if you had the proper mindset. By giving them hard puzzles to figure on, the youngsters cultivated their intellectual skills through effort and didn't surrender.
These kids became her role models in her pursuit of whether human qualities are things which will be cultivated or are things carved in stone. all and sundry encompasses a unique property but experience, training, and private effort take them the remainder of the way.
Dr. Dweck's twenty years of research has shown that the view you adopt for yourself profoundly affects the way you lead your life.
She writes that, if you suspect that your qualities and traits are curved in stone and can't be changed then you have got a hard and fast mindset. And if you suspect that cherished qualities and traits are often developed and cultivated then you have got a growth mindset.
Fixed mindset people believe that human intelligence, quality and traits are a hard and fast quantity that can't be increased. If they're doing well at school then they're smarter than the others who aren't doing well. If they are doing well in sports then they need talent dealt them at birth.
They spend time proving that they're better within the qualities dealt to them just to prove they were dealt a healthy dose which they're not deficient. If something doesn't work for fixed mindset people they always blame it on something else.
Growth mindset people work flat out to try and do better always. they are doing not sit back and see their accomplishments because of the final goal. In their minds there's always room for improvement. they need no time to take a seat and see themselves because the best or better than others. they need no time to take a seat and think that they need a special talent.
they're busy thinking of how they'll make it better and what changes they'll make if something expected didn't go right. To them if something doesn't go right it is not failure it's a challenge to seek out out ways to form it happen.
In the second section of the book, Dr.Dweck, takes us through her research journey of fixed mindset and a journey of growth mindset through several sets of eyes. Showing how these two mindsets make or break people in their daily lives. In individual sports she gives an example of John McEnroe fixed mindset in tennis.
He was a superb player who believed in talent not effort and dealing hard. When he didn't win he blamed it on something else. Like when he blamed the system for not liking the sport from now on. He wouldn't take responsibility. Micheal Jordan on the opposite hand encompasses a growth mindset.
If he missed a goal he would go and practice for several hours trying to work out why he missed it. In athletics the author gives an example of Coach John Wooden who was tactically and strategically average but went on to win ten national championships.
Coach Wooden a growth mindset, tells us he was good at getting players to fill roles as a part of a team. He cared about the sentiments of the players. A fixed mindset like Coach Bobby Knight picked players for talent. He was a wonderful coach but used the dictator approach to win.
The winning was short-lived and broke individuals' characters within the process.
Incorporate companies the author uses General Electric CEO, Jack Welch, because of the fixed mindset who managed to humble himself to a growth mindset and as he grew in his mindset.
the corporate grew at an identical time. Lee Iacocca whose fixed way of thinking is nice to bring the corporate up to the highest during a hurry then again you would like to induce eliminate him before he breaks it.
Ford motor company did just that and Lee Iacocca wasn't happy. Fixed mindsets leaders are more concerned with being heroes and put their ego before the welfare of the corporate.
The author gives an example of Enron as an organization that broke within the hand's fixed mindset high echelon smart people. Enron employed smart people with talent and paid the utmost price of closing the corporate.
Enron may be a model of groupthink where executives get frenzied with their brilliance and superiority and make catastrophic decisions.
In love, these two mindsets can make or break a relationship. In her research, Dr. Dweck, discovered that fixed mindsets feel judged and labeled by rejection during a cut up. They also chose revenge as a method to induce at the one that hurt them. Growth mindsets chose to forgive, learn from it and pass on.
The author gives Hilary Clinton as an example who forgave her husband and visited canceling so as to save lots of her relationship. Time and energy is required to cultivate the emotional skills that are needed to stay a relationship.
Dr. Dweck, ends this third section with the influence that parents', teachers' and coaches' mindsets wear children that are under their care. In her research she discovered that children interpret the caregivers words of support and encouragement during a fixed mindset approach.
This sets them up for failure. for instance, "... You learned that so quickly! you're so smart... " is interpreted as "... If i do not learn something quickly, I'm not smart... " She explains that oldsters, teachers and coaches should refrain from giving praise that judges their intelligence or talent but praise them for the work that they put in.
She goes on to mention parents, teachers, and coaches have to give equal time and a spotlight to the kids no matter their initial skills. the kids will successively give all and blossom. The author points out, "... As parents, teachers, and coaches we are entrusted with peoples' lives. they're our responsibility and our legacy... "
In the fourth section of the book, Dr. Dweck, embarks on the foremost gratifying a part of her work, watching people change. People aren't conscious or conscious of their beliefs. Dr. Aaron Beck, a psychiatrist, discovered that he could teach them a way to work with and alter these beliefs.
And cognitive therapy, one among the foremost effective therapies ever developed, was born. Dr. Dweck, used workshops to probe the way people of fixed mindsets proscribed information they were receiving.
She found that they put a robust evaluation of each bit of data. Something good led to an awfully strong positive label and something bad led to an awfully strong negative label. People with a growth mindset also are constantly monitoring what is going on on, but their internal monologue isn't about judging themselves or others. they're sensitive to positive and negative information, but they're attuned to its implications for learning and constructive action.
Dr. Dweck also had a workshop for college students. The workshops require outsized staff to deliver the fabric. therefore the workshop material was placed on interactive computer modules. The teachers guide their classes through the modules and called it Braintology. These mindset workshops put students responsible for their brain.
It is interesting to notice how a straightforward characteristic sort of a mindset affects a higher cognitive process during a wide spectrum of the population. A student in kindergarten, a CEO in a billion-dollar company, a surgeon at adding a hospital, a sportsman at practice and on the court, a chef at a high-end hotel, selection of dance students and a sports team.
College students drop classes or drop out of faculty thanks to having a hard and fast mindset. A growth mindset helps you learn to handle anger and handle stereotypes in racial and gender discrimination. It's quite fascinating.
When I was reading this book on my Kindle, When I thought this knowledge worth to be shared with my reader. So I write it down in my blogging Channel Sam Blogger Never Stop Learning to write down what I learned from this book. I might wish to mention that these are my opinions of excerpts from the book. I share this summary because this book changed the way I make decisions.
Peace.
Mindset: A Summary
She has written in simple language giving samples of ordinary real people like herself and her students, artists like Picasso, sportsmen like Michael Jordan, the cager and John McEnroe the athlete, Marina Semyonova the good Russian dance instructor and CEOs of various companies to call some.
within the third paragraph of her introduction she writes, "... you'll find out how a straightforward belief about yourself... guides an outsized a part of your life... of course it permeates every a part of your life... " Thus she draws the reader into the book, making the reader one among her world examples because the reader finds himself or herself in these examples.
Dr. Dweck introduces the 2 sorts of mindsets, the fixed mindset and therefore the growth mindset within the first section of the book.
She writes how she learned from ten-year-old kids that failure might be become a present if you had the proper mindset. By giving them hard puzzles to figure on, the youngsters cultivated their intellectual skills through effort and didn't surrender.
These kids became her role models in her pursuit of whether human qualities are things which will be cultivated or are things carved in stone. all and sundry encompasses a unique property but experience, training, and private effort take them the remainder of the way.
Dr. Dweck's twenty years of research has shown that the view you adopt for yourself profoundly affects the way you lead your life.
She writes that, if you suspect that your qualities and traits are curved in stone and can't be changed then you have got a hard and fast mindset. And if you suspect that cherished qualities and traits are often developed and cultivated then you have got a growth mindset.
They spend time proving that they're better within the qualities dealt to them just to prove they were dealt a healthy dose which they're not deficient. If something doesn't work for fixed mindset people they always blame it on something else.
Growth mindset people work flat out to try and do better always. they are doing not sit back and see their accomplishments because of the final goal. In their minds there's always room for improvement. they need no time to take a seat and see themselves because the best or better than others. they need no time to take a seat and think that they need a special talent.
they're busy thinking of how they'll make it better and what changes they'll make if something expected didn't go right. To them if something doesn't go right it is not failure it's a challenge to seek out out ways to form it happen.
He was a superb player who believed in talent not effort and dealing hard. When he didn't win he blamed it on something else. Like when he blamed the system for not liking the sport from now on. He wouldn't take responsibility. Micheal Jordan on the opposite hand encompasses a growth mindset.
If he missed a goal he would go and practice for several hours trying to work out why he missed it. In athletics the author gives an example of Coach John Wooden who was tactically and strategically average but went on to win ten national championships.
Coach Wooden a growth mindset, tells us he was good at getting players to fill roles as a part of a team. He cared about the sentiments of the players. A fixed mindset like Coach Bobby Knight picked players for talent. He was a wonderful coach but used the dictator approach to win.
Incorporate companies the author uses General Electric CEO, Jack Welch, because of the fixed mindset who managed to humble himself to a growth mindset and as he grew in his mindset.
the corporate grew at an identical time. Lee Iacocca whose fixed way of thinking is nice to bring the corporate up to the highest during a hurry then again you would like to induce eliminate him before he breaks it.
Ford motor company did just that and Lee Iacocca wasn't happy. Fixed mindsets leaders are more concerned with being heroes and put their ego before the welfare of the corporate.
The author gives an example of Enron as an organization that broke within the hand's fixed mindset high echelon smart people. Enron employed smart people with talent and paid the utmost price of closing the corporate.
Enron may be a model of groupthink where executives get frenzied with their brilliance and superiority and make catastrophic decisions.
The author gives Hilary Clinton as an example who forgave her husband and visited canceling so as to save lots of her relationship. Time and energy is required to cultivate the emotional skills that are needed to stay a relationship.
Dr. Dweck, ends this third section with the influence that parents', teachers' and coaches' mindsets wear children that are under their care. In her research she discovered that children interpret the caregivers words of support and encouragement during a fixed mindset approach.
She goes on to mention parents, teachers, and coaches have to give equal time and a spotlight to the kids no matter their initial skills. the kids will successively give all and blossom. The author points out, "... As parents, teachers, and coaches we are entrusted with peoples' lives. they're our responsibility and our legacy... "
In the fourth section of the book, Dr. Dweck, embarks on the foremost gratifying a part of her work, watching people change. People aren't conscious or conscious of their beliefs. Dr. Aaron Beck, a psychiatrist, discovered that he could teach them a way to work with and alter these beliefs.
And cognitive therapy, one among the foremost effective therapies ever developed, was born. Dr. Dweck, used workshops to probe the way people of fixed mindsets proscribed information they were receiving.
She found that they put a robust evaluation of each bit of data. Something good led to an awfully strong positive label and something bad led to an awfully strong negative label. People with a growth mindset also are constantly monitoring what is going on on, but their internal monologue isn't about judging themselves or others. they're sensitive to positive and negative information, but they're attuned to its implications for learning and constructive action.
It is interesting to notice how a straightforward characteristic sort of a mindset affects a higher cognitive process during a wide spectrum of the population. A student in kindergarten, a CEO in a billion-dollar company, a surgeon at adding a hospital, a sportsman at practice and on the court, a chef at a high-end hotel, selection of dance students and a sports team.
College students drop classes or drop out of faculty thanks to having a hard and fast mindset. A growth mindset helps you learn to handle anger and handle stereotypes in racial and gender discrimination. It's quite fascinating.
When I was reading this book on my Kindle, When I thought this knowledge worth to be shared with my reader. So I write it down in my blogging Channel Sam Blogger Never Stop Learning to write down what I learned from this book. I might wish to mention that these are my opinions of excerpts from the book. I share this summary because this book changed the way I make decisions.
Peace.
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