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What Having a Growth Mindset Actually Means

 Scholars are deeply gratified when their ideas catch on. And they are even more gratified when their ideas make a difference — improving motivation, innovation, or productivity, for example. But popularity has a price: people sometimes distort ideas, and therefore fail to reap their benefits. This has started to happen with my research on “growth” versus “fixed” mindsets among individuals and within organizations.

To briefly sum up the findings: Individuals who believe their talents can be developed (through hard work, good strategies, and input from others) have a growth mindset. They tend to achieve more than those with a more fixed mindset (those who believe their talents are innate gifts). This is because they worry less about looking smart and they put more energy into learning. When entire companies embrace a growth mindset, their employees report feeling far more empowered and committed; they also receive far greater organizational support for collaboration and innovation. In contrast, people at primarily fixed-mindset companies report more of only one thing: cheating and deception among employees, presumably to gain an advantage in the talent race.

In the wake of these findings, “growth mindset” has become a buzzword in many major companies, even working its way into their mission statements. But when I probe, I often discover that people’s understanding of the idea is limited. Let’s take a look at three common misconceptions.

1. I already have it, and I always have. People often confuse a growth mindset with being flexible or open-minded or with having a positive outlook — qualities they believe they’ve simply always had. My colleagues and I call this a false growth mindset. Everyone is actually a mixture of fixed and growth mindsets, and that mixture continually evolves with experience. A “pure” growth mindset doesn’t exist, which we have to acknowledge in order to attain the benefits we seek.
2. A growth mindset is just about praising and rewarding effort. This isn’t true for students in schools, and it’s not true for employees in organizations. In both settings, outcomes matter. Unproductive effort is never a good thing. It’s critical to reward not just effort but learning and progress, and to emphasize the processes that yield these things, such as seeking help from others, trying new strategies, and capitalizing on setbacks to move forward effectively. In all of our research, the outcome — the bottom line — follows from deeply engaging in these processes.
3. Just espouse a growth mindset, and good things will happen. Mission statements are wonderful things. You can’t argue with lofty values like growth, empowerment, or innovation. But what do they mean to employees if the company doesn’t implement policies that make them real and attainable? They just amount to lip service. Organizations that embody a growth mindset encourage appropriate risk-taking, knowing that some risks won’t work out. They reward employees for important and useful lessons learned, even if a project does not meet its original goals. They support collaboration across organizational boundaries rather than competition among employees or units. They are committed to the growth of every member, not just in words but in deeds, such as broadly available development and advancement opportunities. And they continually reinforce growth mindset values with concrete policies.

Even if we correct these misconceptions, it’s still not easy to attain a growth mindset. One reason why is we all have our own fixed-mindset triggers. When we face challenges, receive criticism, or fare poorly compared with others, we can easily fall into insecurity or defensiveness, a response that inhibits growth. Our work environments, too, can be full of fixed-mindset triggers. A company that plays the talent game makes it harder for people to practice growth-mindset thinking and behavior, such as sharing information, collaborating, innovating, seeking feedback, or admitting errors.

To remain in a growth zone, we must identify and work with these triggers. Many managers and executives have benefited from learning to recognize when their fixed-mindset “persona” shows up and what it says to make them feel threatened or defensive. Most importantly, over time they have learned to talk back to it, persuading it to collaborate with them as they pursue challenging goals.

It’s hard work, but individuals and organizations can gain a lot by deepening their understanding of growth-mindset concepts and the processes for putting them into practice. It gives them a richer sense of who they are, what they stand for, and how they want to move forward.

Carol Dweck

The Paul-Elder Framework (in a nutshell)

 

Deduction versus Induction

https://www.livescience.com/21569-deduction-vs-induction.html

During the scientific process, deductive reasoning is used to reach a logical true conclusion. Another type of reasoning, inductive, is also used. Often, people confuse deductive reasoning with inductive reasoning, and vice versa. It is important to learn the meaning of each type of reasoning so that proper logic can be identified.

Deductive reasoning

Deductive reasoning is a basic form of valid reasoning. Deductive reasoning, or deduction, starts out with a general statement, or hypothesis, and examines the possibilities to reach a specific, logical conclusion, according to California State University. The scientific method uses deduction to test hypotheses and theories. "In deductive inference, we hold a theory and based on it we make a prediction of its consequences. That is, we predict what the observations should be if the theory were correct. We go from the general — the theory — to the specific — the observations," said Dr. Sylvia Wassertheil-Smoller, a researcher and professor emerita at Albert Einstein College of Medicine.

Deductive reasoning usually follows steps. First, there is a premise, then a second premise, and finally an inference. A common form of deductive reasoning is the syllogism, in which two statements — a major premise and a minor premise — reach a logical conclusion. For example, the premise "Every A is B" could be followed by another premise, "This C is A." Those statements would lead to the conclusion "This C is B." Syllogisms are considered a good way to test deductive reasoning to make sure the argument is valid.

For example, "All men are mortal. Harold is a man. Therefore, Harold is mortal." For deductive reasoning to be sound, the hypothesis must be correct. It is assumed that the premises, "All men are mortal" and "Harold is a man" are true. Therefore, the conclusion is logical and true. In deductive reasoning, if something is true of a class of things in general, it is also true for all members of that class. 

According to California State University, deductive inference conclusions are certain provided the premises are true. It's possible to come to a logical conclusion even if the generalization is not true. If the generalization is wrong, the conclusion may be logical, but it may also be untrue. For example, the argument, "All bald men are grandfathers. Harold is bald. Therefore, Harold is a grandfather," is valid logically but it is untrue because the original statement is false.

Inductive reasoning

Inductive reasoning is the opposite of deductive reasoning. Inductive reasoning makes broad generalizations from specific observations. Basically, there is data, then conclusions are drawn from the data. This is called inductive logic, according to Utah State University. 

"In inductive inference, we go from the specific to the general. We make many observations, discern a pattern, make a generalization, and infer an explanation or a theory," Wassertheil-Smoller told Live Science. "In science, there is a constant interplay between inductive inference (based on observations) and deductive inference (based on theory), until we get closer and closer to the 'truth,' which we can only approach but not ascertain with complete certainty." 

An example of inductive logic is, "The coin I pulled from the bag is a penny. That coin is a penny. A third coin from the bag is a penny. Therefore, all the coins in the bag are pennies."

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Article reviewing the importance of effective communication skills in the Singapore workplace

 Human Resources Online: Effective Communication

Effective communication emerged top, gaining significant importance this year as compared to in 2020 (68% in 2021, vs 48% in 2020). Meanwhile, skills such as innovation dropped in importance, but remained in the top 10 (42% in 2021, vs 49% in 2020).

Effective communication has emerged the top most coveted adaptive skill among employers in Singapore today, gaining significant importance this year as compared to in 2020, a new report by NTUC LearningHub has found. 

In particular, 68% of employers surveyed this year have said it is key to business viability, 20% more than last year (48%). The skill - which was defined as one that "helps close information gaps in times of uncertainty, establish clear expectations, and align purpose among employees," has in fact become increasingly in industries including manufacturing (74%), essential domestic services (71%), and lifestyle (50%).

Coming in second as an important adaptive skill was teamwork, which gained a little more importance in the past year (55% in 2021, vs 52% in 2020), followed by leadership in third place (53% in 2021, vs 45% in 2020).

While these skills had risen in importance, the top 10 skills listed also saw a few drop in importance. For instance, just a little more than four in 10 employers (42%) said innovation would be important in 2021, down from close to half in 2020 (49%). Service excellence also dropped in popularity, with 41% ranking it important in 2021 (2020: 46%).

Overall, the top 10 most in-demand adaptive skills, listed by Singapore employers, are:

#1 Effective communication (2021: 68%; 2020: 48%)
#2 Teamwork (2021: 55%; 2020: 52%)
#3 Leadership (2021: 53%; 2020: 45%)
#4 Negotiation and influencing (2021: 51%; 2020: 36%)
#5 Innovation (2021: 42%; 2020: 49%)
#6 Service excellence (2021: 41%; 2020: 46%)
#7 Conflict management (2021: 40%; 2020: NIL)
#8 Creativity (2021: 40%; 2020: 43%)
#9 Design thinking (2021: 30%; 2020: 32%)
#10 LEAN Principles (2021:19%; 2020: NIL)

Breaking it down by industry-coveted skills, leadership emerged among the top three in four out of six industries listed, as did teamwork and effective communication.

The following infographic details further:

 

Digital skills outlook

Apart from the above, the report also revealed the top 10 most in-demand digital skills among Singapore employers, where digital marketing led the way with 50% of employers ranking it important (2020: 44%). This was followed by data analysis in second place, although slightly less important than last year (36% in 2021, vs 40% in 2020); and project management in third place which also dropped in importance (35% in 2021, vs 43% in 2020).

The skills in the top 10 which saw increased importance include basic IT support (35% in 2021, vs 33% in 2020), robotic process automation (20% in 2021, vs 17% in 2020), and cybersecurity (27% in 2021, vs 25% in 2020).

Overall, the top 10 most-coveted digital skills among Singapore employers are:

#1 Digital marketing (2021: 50%; 2020: 44%)
#2 Data analysis (2021: 36%; 2020: 40%)
#3 Project management (2021: 35%; 2020: 43%)
#4 Basic IT support (2021: 35%; 2020: 33%)
#5 Data-driven decision making (2021: 30%; 2020: 32%)
#6 Web/app design and development (2021: 28%; 2020: 31%)
#7 Cybersecurity (2021: 27%; 2020: 25%)
#8 Governance, risk management and personal data protection (2021: 24%; 2020: 22%)
#9 AI/Machine learning (2021: 22%; 2020: 20%)
#10 Robotic process automation (2021: 20%; 2020: 17%)

By industry, the following skills emerged the top three most in-demand among employers:

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Lead image and article photos / NTUC LearningHub report

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