Monday, February 14, 2022

g-f(2)935 Lighthouse of the big picture of the digital age (2/14/2022), g-f PDT: How to develop a “Growth Mindset”




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"g-f" fishing of golden knowledge (GK) of the fabulous treasure of the digital ageThe New World, Lighthouse of the big picture of the digital age, g-f PDT, Growth Mindset (2/14/2022)  g-f(2)426 


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g-f PDT: How to develop a “Growth Mindset”



Golden knowledge (GK) Juice


The treasure of the New World, the treasure of the digital age, teaches how to develop a “Growth Mindset”. Fabulous research has been developed. Carol Dweck has lit the path to greatness for all with her wonderful research, academic, and applied work on the "growth mindset."

  • Foundational Fact: 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.
  • Foundational Fact: Research shows that managers see far more leadership potential in their employees when their companies adopt a growth mindset — the belief that talent should be developed in everyone, not viewed as a fixed, innate gift that some have and others don’t. 
  • Organizational Fact: Microsoft, is deliberately creating a growth-mindset culture and, in that context, rethinking its approach to development. As a result, previously unidentified — yet skilled — leaders are rising to levels they might not have in a traditional development model.
  • Leadership Fact: The CEO is generally the bellwether of a company’s culture, and under Satya Nadella’s leadership, Microsoft is emphasizing learning and creativity. Nadella believes this is how leaders are made, and that idea is reflected in several programs.
  • Leadership Fact: Stanford University psychologist Carol Dweck tells us that a good leader should not be a know-it-all, but rather should aspire to be a learn-it-all. This requires you as a leader to: demonstrate confidence amid uncertainty, admit that there are things you don’t know, seek solutions and knowledge from colleagues and the people you lead, and do so with a strong enough sense of purpose that your team retains confidence in you.


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What Having a "Growth Mindset" Actually Means






The Growth Mindset | Carol Dweck | Talks at Google






The power of believing that you can improve | Carol Dweck







References




Google, Bing and Yahoo golden knowledge (GK) search engines.



ABOUT THE AUTHORS


Carol Dweck



Carol Susan Dweck is an American psychologist. She is the Lewis and Virginia Eaton Professor of Psychology at Stanford University. Dweck is known for her work on mindset. She was on the faculty at Columbia University, Harvard University, and the University of Illinois before joining the Stanford University faculty in 2004. She is a Fellow of the Association for Psychological Science.

Mindset work


Dweck has primary research interests in motivation, personality, and development. She teaches courses in motivation, personality, and social development.

Her key contribution to social psychology relates to implicit theories of intelligence, described in her 2006 book Mindset: The New Psychology of Success. According to Dweck, individuals can be placed on a continuum according to their implicit views of where ability comes from. Some believe their success is based on innate ability; these are said to have a "fixed" theory of intelligence (fixed mindset). Others, who believe their success is based on hard work, learning, training and doggedness are said to have a "growth" or an "incremental" theory of intelligence (growth mindset). 
  • Individuals may not necessarily be aware of their own mindset, but their mindset can still be discerned based on their behavior. It is especially evident in their reaction to failure. 
  • Fixed-mindset individuals dread failure because it is a negative statement on their basic abilities, while growth mindset individuals don't mind or fear failure as much because they realize their performance can be improved and learning comes from failure. 
  • These two mindsets play an important role in all aspects of a person's life. Dweck argues that the growth mindset will allow a person to live a less stressful and more successful life. Dweck's definition of fixed and growth mindsets from a 2012 interview:

In a fixed mindset students believe their basic abilities, their intelligence, their talents, are just fixed traits. They have a certain amount and that's that, and then their goal becomes to look smart all the time and never look dumb. In a growth mindset students understand that their talents and abilities can be developed through effort, good teaching and persistence. They don't necessarily think everyone's the same or anyone can be Einstein, but they believe everyone can get smarter if they work at it.



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OPPORTUNITY, HBR


How Microsoft Uses a Growth Mindset to Develop Leaders 


  • The CEO is generally the bellwether of a company’s culture, and under Satya Nadella’s leadership, Microsoft is emphasizing learning and creativity. Nadella believes this is how leaders are made, and that idea is reflected in several programs, which we’ll describe here.
    1. The hackathons. Microsoft’s annual hackathon offers employees the chance to step outside their day jobs and develop leadership skills like collaborating across disciplines and advocating for ideas. An employee has an idea with business or societal merit — a hack — and then others who share that interest apply to join the team to develop the business plan, create the prototype, and pitch it company-wide. Winning teams are funded to build their projects.
    2. High-risk projects. We also see new kinds of leaders stepping up when risk-taking is explicitly rewarded. Take Microsoft’s HoloLens project, which essentially defined holographic computing. It began as a “moonshot” goal with significant risk of failure. Team members had to welcome that risk and the chance to learn as they joined a cause “to put technology on a more human path.” The gamble paid off, and Microsoft responded with recognition and rewards for learning quickly through faster trial and error.
    3. A redefined talent program. In the traditional approach to talent development, a company identifies a pool of future leaders, typically by zeroing in on and measuring key traits. Here’s the idea behind it: If you can find people who have these inherent characteristics, you can guide them into leadership roles. But what happens when you assume that everyone has potential, and that talent is neither predetermined nor static? Now what? Microsoft didn’t cast aside its efforts to identify and nurture “high potentials,” but it is supplementing them with a program called Talent Talks.


References




Condensed knowledge




OPPORTUNITY, Forbes  

Leading Through Uncertainty


  • Giving your best isn’t about being the best — just the opposite, in fact. For starters, it’s about recognizing that you don’t know everything and that you never will. This requires both a learning mindset and an ability to delegate and trust those underneath you to do their jobs. Stanford University psychologist Carol Dweck tells us that a good leader should not be a know-it-all, but rather should aspire to be a learn-it-all. This requires you as a leader to: demonstrate confidence amid uncertainty, admit that there are things you don’t know, seek solutions and knowledge from colleagues and the people you lead, and do so with a strong enough sense of purpose that your team retains confidence in you.


Opportunities, Lessons learned, Risks, Warnings and Challenges, geniouxfacts  




Some relevant characteristics of this "genioux fact"

  • Category 2: The Big Picture of the Digital Age
  • [genioux fact deduced or extracted from HBR + Wikipedia + Forbes + TED]
  • This is a “genioux fact fast solution.”
  • Tag Opportunities those travelling at high speed on GKPath
  • Type of essential knowledge of this “genioux fact”: Essential Analyzed Knowledge (EAK).
  • Type of validity of the "genioux fact". 

    • Inherited from sources + Supported by the knowledge of one or more experts.


References


“genioux facts”: The online programme on MASTERING “THE BIG PICTURE OF THE DIGITAL AGE”, g-f(2)935, Fernando Machuca, February 14, 2022, blog.geniouxfacts.comgeniouxfacts.comGenioux.com Corporation.


ABOUT THE AUTHORS


PhD with awarded honors in computer science in France

Fernando is the director of "genioux facts". He is the entrepreneur, researcher and professor who has a disruptive proposal in The Digital Age to improve the world and reduce poverty + ignorance + violence. A critical piece of the solution puzzle is "genioux facts"The Innovation Value of "genioux facts" is exceptional for individuals, companies and any kind of organization.



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