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Carol Dweck, has recently demonstrated that a growth mindset alone does little good without scaffolding to support it.

But he had a fixed mindset about himself and his coaching ability. The team was his product, and they had to prove his ability every time out.

There are parallels between the mindset required to experiment and what the Stanford psychologist Carol Dweck refers to as growth mindset.6 In her research, she distinguishes between two different ways of looking at one’s own learning and potential.

This was my greatest learning disability—this tendency to see performance as a reflection of character and, if I could not accomplish something right away, to avoid that task or treat it with contempt.

People who work in growth-mindset organizations have far more trust in their company and a much greater sense of empowerment, ownership, and commitment.

Even in the growth mindset, failure can be a painful experience. But it doesn’t define you. It’s a problem to be faced, dealt with, and learned from.

In short, people who believe in fixed traits feel an urgency to succeed, and when they do, they may feel more than pride.

Their brain waves showed them paying close attention when they were told whether their answers were right or wrong.

The members of the growth-mindset groups were much more likely to state their honest opinions and openly express their disagreements as they communicated about their management decisions. Everyone was part of the learning process.