In the book Mindset: The New Psychology of Success, chapter 5 contains 14 subsections. The first section is about talent mindset and Enron, an American commodity and service company. Under this section, the author Carol Dweck explains that Enron Company's failure resulted from the leaders' fixed mindset. Carol additionally explains that employees from this company adopted fixed mindsets too and started competing with each other for fame and recognition, resulting in poor management and the collapse of the company. As a future teacher, this section warns against having a fixed mindset that may be transferred to the students resulting in their failure. One should adopt good mindsets that allow flexibility and good leadership morals for subordinates' enhanced results. The second section talks about the growth of organizations. It introduces an author Jim Collins who argues that great companies are led by managers with the courage to face their current drawbacks and believe they will succeed after the challenges. In general, this section discusses the importance of the growth mindset, which is an important aspect of any organization. Having a growth mindset as a teacher will play a major role in encouraging my students to possess the same, resulting in success in the school setting. The third section expands on the second section by emphasizing the importance of a growth mindset. Carol explains that people with a growth mindset continuously alter strategies to remain viable in the market compared to those with a fixed mindset who keep failing due to a lack of creativity and innovation in their ideas. This section influences me to remain growth-minded for continuous success in the workplace for myself and my students. The fourth section talks about leadership and fixed mindset. This section influences me to adopt leadership strategies that allow critiques of mistakes and suggestions for improvements. Critics and improvements only make one a better person and make companies successful compared to other companies led by gargantuan leaders with more personal ego. These leaders don't support critiques and suggestions in their rulings; hence tend to make suicidal company mistakes continuously. In section five, Dweck talks about leaders who steered their company to failure by applying a fixed mindset. Dweck explains that managers with fixed mindsets never listen to others, and employees mainly focus on pleasing their bosses than impacting the company. On the other hand, Section six talks about a group of CEOs who were able to steer their companies to success through a growth mindset that allowed them to ignore critics of putting employees first and working steadily towards organizational success. Under the seventh section, Dweck talks about group process study where those with a growth mindset can produce excellent results and ideas compared to those with fixed mindsets who fear critiques thus never come up with constructive ideas. Section eight is all about group thinking. She argues that no one argues with the leader when every member in a group thinks the same. In Dweck's example, she cites President John F. Kennedy of pig's invasion. The invasion involved overthrowing the Cuban government, which failed due to more trust by subordinates to the president, believing that he could do no wrong. The fear of engaging the leader in critique conversations also results in group thinking. As a future teacher, this section influences me to adopt methods that allow everyone's suggestions for enhanced management and leadership. Section nine talks about the readiness of the 1990's people on their preparation for the working environment. Dweck argues that these people find it hard to work in an environment where they do not receive praises to motivate them. This section influences me to adopt motivational methods for subordinates to ensure continued production and success. In section ten, Dweck talks about the effectiveness of a growth mindset in negotiations. She explains that people with growth mindsets can create agreements that serve both parties' interests. Section eleven elaborates to section ten, where Dweck expands on whether good managers are born or made. She says that managers with a fixed mindset don't succeed much due to less customer feedback. This information is helpful to me and expands on the need for increased feedback from subordinates and employees in the workplace for better organizational success. In section twelve, Dweck argues that good leaders can be formed through experience and growth. Section thirteen talks about how employees in a company possess a similar mindset, and those with a growth mindset have a strong sense of confidence. Lastly, section fourteen talks about developing a growth mindset in the workplace from both the employer and his employees. As a teacher, developing a good mindset is good for growth and success for subordinates and students under my watch.
References
Dweck, C. S. (2008). Mindset: The new psychology of success. Random House Digital, Inc.
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