بریده‌های کتاب sayeh marouf

Our pre-med students with the fixed mindset would do almost anything for a good grade—except take charge of the process to make sure it happens. «دانشجویان پیش‌پزشکی ما "با ذهنیت ثابت" حاضر بودند تقریباً هر کاری برای گرفتن نمره‌ی خوب انجام دهند—جز اینکه مسئولیت فرایند یادگیری را خودشان بر عهده بگیرند تا مطمئن شوند واقعاً به آن دست می‌یابند.»

Many students study like this: They read the textbook and their class notes. If the material is really hard, they read them again. Or they might try to memorize everything they can, like a vacuum cleaner. That's how the students with the fixed mindset studied. If they did poorly on the test, they concluded that chemistry was not their subject. After all, “I did everything possible, didn't I? Far from it. They would be shocked to find out what students with the growth mindset do. Even I find it remarkable. The students with growth mindset completely took charge of their learning and motivation. Instead of plunging into unthinking memorization of the course material, they said: “I looked for themes and underlying principles across lectures,” and “I went over mistakes until I was certain I understood them. ” They were studying to learn, not just to ace the test. «بسیاری از دانشجوها این‌گونه درس می‌خوانند: کتاب درسی و جزوه‌های کلاسی‌شان را مرور می‌کنند. اگر مطلب واقعاً سخت باشد، دوباره آن‌ها را می‌خوانند. یا شاید سعی کنند هرچه می‌توانند طوطی‌وار حفظ کنند، مثل یک جاروبرقی که همه‌چیز را می‌بلعد. این همان شیوه‌ای بود که دانشجویان با ذهنیت ثابت (fixed mindset) درس می‌خواندند. اگر در امتحان نتیجه‌ی خوبی نمی‌گرفتند، نتیجه می‌گرفتند که «شیمی رشته‌ی من نیست.» بالاخره، «من همه کار ممکن را کردم، مگر نه؟» اما اصلاً چنین نبود. آن‌ها اگر می‌فهمیدند دانشجویان با ذهنیت رشد (growth mindset) چه کارهایی می‌کنند، شگفت‌زده می‌شدند. حتی برای من هم قابل تحسین بود. دانشجویان با ذهنیت رشد کاملاً مسئولیت یادگیری و انگیزه‌ی خود را به عهده گرفته بودند. به جای اینکه بی‌فکر همه‌ی مطالب درس را حفظ کنند، می‌گفتند: «به دنبال الگوها و اصول زیربنایی در میان درس‌ها می‌گشتم» و «اشتباهاتم را آن‌قدر مرور می‌کردم تا مطمئن شوم واقعاً آن‌ها را فهمیده‌ام.» آن‌ها برای یادگیری درس می‌خواندند، نه فقط برای گرفتن نمره‌ی بالا در امتحان.»

College is when all the students who were the brains in high school are thrown together. Like our graduate students, yesterday they were king of the hill, but today who are they? Nowhere is the anxiety of being dethroned more palpable than in pre-med classes. «دانشگاه زمانی است که همه‌ی دانش‌آموزانی که در دبیرستان نابغه و شاگرد ممتاز به شمار می‌رفتند، کنار هم قرار می‌گیرند. مانند دانشجویان تحصیلات تکمیلی ما، دیروز آن‌ها فرمانروای بلامنازع بودند، اما امروز چه جایگاهی دارند؟ هیچ‌جا اضطرابِ از دست دادن این جایگاه، به‌اندازه‌ی کلاس‌های پیش‌پزشکی آشکار و ملموس نیست.»

A remarkable thing I've learned from my research is that in the growth mindset, you don't always need confidence. What I mean is that even when you think you're not good at something, you can still plunge into it wholeheartedly and stick to it. Actually, sometimes you plunge into something because you're not good at it. This is a wonderful feature of the growth mindset. You don't have to think you're already great at something to want to do it and to enjoy doing it.

Question: Are people with the fixed mindset simply lacking in confidence? No. People with the fixed mindset can have just as much confidence as people with the growth mindset—before anything happens, that is. But as you can imagine, their confidence is more fragile since setbacks and even effort can undermine it.

Many growth-minded people didn't even plan to go to the top. They got there as a result of doing what they love. It's ironic: The top is where the fixed-mindset people hunger to be, but it's where many growth-minded people arrive as a by-product of their enthusiasm for what they do. This point is also crucial. In the fixed mindset, everything is about the outcome. If you fail—or if you're not the best—it's all been wasted. The growth mindset allows people to value what they're doing regardless of the outcome. They're tackling problems, charting new courses, working on important issues.

People can also have different mindsets in different areas. I might think that my artistic skills are fixed but that my intelligence can be developed. Or that my personality is fixed, but my creativity can be developed.

Why is effort so terrifying? There are two reasons. One is that in the fixed mindset, great geniuses are not supposed to need it. So just needing it casts a shadow on your ability. The second is that, as Nadja suggests, it robs you of all your excuses. Without effort, you can always say, “I could have been [fill in the blank]. ” But once you try, you can't say that anymore.

John Wooden, the legendary basketball coach, says you aren't a failure until you start to blame. What he means is that you can still be in the process of learning from your mistakes until you deny them.

What's more, instead of trying to learn from and repair their failures, people with the fixed mindset may simply try to repair their self-esteem. For example, they may go looking for people who are even worse off than they are.

Shirk, Cheat, Blame: Not a Recipe for Success شانه خالی کردن، تقلب، مقصر دانستن دیگران: نسخه‌ای برای موفقیت نیست.

As a New York Times article points out, failure has been transformed from an action (I failed) to an identity (I am a failure). This is especially true in the fixed mindset.

However, lurking behind that self-esteem of the fixed mindset is a simple question: If you're somebody when you're successful, what are you when you're unsuccessful?

When we asked them, “When do you feel smart? ” so many of them talked about times they felt like a special person, someone who was different from and better than other people. Until I discovered the mindsets and how they work, I, too, thought of myself as more talented than others, maybe even more worthy than others because of my endowments. The scariest thought, which I rarely entertained, was the possibility of being ordinary. This kind of thinking led me to need constant validation. Every comment, every look was meaningful—it registered on my intelligence scorecard, my attractiveness scorecard, my likability scorecard. وقتی از آن‌ها پرسیدیم «چه زمانی احساس باهوش بودن می‌کنید؟» خیلی‌هایشان از زمان‌هایی گفتند که احساس می‌کردند فردی خاص هستند، کسی که با دیگران فرق دارد و حتی از آن‌ها بهتر است. تا وقتی که با مفهوم طرز فکرها و چگونگی کارکردشان آشنا شدم، من هم خودم را بااستعدادتر از دیگران می‌دانستم، شاید حتی به خاطر توانایی‌های ذاتی‌ام خود را شایسته‌تر از دیگران حس می‌کردم. ترسناک‌ترین فکری که به ندرت به آن راه می‌دادم، احتمال عادی بودن بود. این نوع طرز فکر باعث شد که همیشه به تأیید دیگران نیاز داشته باشم. هر حرف، هر نگاه معنای خاصی داشت—در دفترچه امتیازدهی هوشمندی‌ام، دفترچه امتیازدهی جذابیتم، و دفترچه امتیازدهی دوست‌داشتنی‌بودنم ثبت می‌شد.

But isn't potential someone's capacity to develop their skills with effort and coaching over time? How can we know where effort, coaching, and time will take someone? اما مگر «پتانسیل» به معنای توانایی یک فرد برای رشد مهارت‌هایش در طول زمان، با تلاش و آموزش نیست؟ چطور می‌توانیم از حالا بدانیم که تلاش، آموزش و گذر زمان، یک نفر را تا کجا خواهند برد؟

There was a saying in the 1960s that went: “Becoming is better than being. ” The fixed mindset does not allow people the luxury of becoming. They have to already be. A Test Score Is Forever

We asked people, ranging from grade schoolers to young adults, “When do you feel smart? ” The differences were striking. People with the fixed mindset said: “It's when I don't make any mistakes. “When I finish something fast and it's perfect. “When something is easy for me, but other people can't do it. It's about being perfect right now. But people with the growth mindset said: “When it's really hard, and I try really hard, and I can do something I couldn't do before. Or “[When] I work on something a long time and I start to figure it out. For them it's not about immediate perfection. It's about learning something over time: confronting a challenge and making progress. If You Have Ability, Why Should You Need Learning? Actually, people with the fixed mindset expect ability to show up on its own, before any learning takes place.

People urged her to stay where she was already on top, but Miranda felt it was more exciting to start at the bottom again and see what she could grow into this time. مردم او را تشویق می‌کردند که در جایگاهی بماند که در آن در اوج بود، اما میراندا احساس می‌کرد شروع دوباره از پایین هیجان‌انگیزتر است، تا ببیند این بار به چه چیزی می‌تواند تبدیل شود.

If you only go through life doing stuff that's easy, shame on you.

CEOs face another dilemma. They can choose short-term strategies that boost the company's stock and make themselves look like heroes. Or they can work for long-term improvement—risking Wall Street's disapproval as they lay the foundation for the health and growth of the company over the longer haul. Albert Dunlap, a self-professed fixed mindsetter, was brought in to turn around Sunbeam. He chose the short-term strategy of looking like a hero to Wall Street. The stock soared but the company fell apart. Lou Gerstner, an avowed growth mindsetter, was called in to turn around IBM. As he set about the enormous task of overhauling IBM culture and policies, stock prices were stagnant and Wall Street sneered. They called him a failure. A few years later, however, IBM was leading its field again. مدیرعامل‌ها با دوراهی دیگری روبه‌رو هستند. آن‌ها می‌توانند استراتژی‌های کوتاه‌مدتی را انتخاب کنند که باعث افزایش قیمت سهام شرکت شود و آن‌ها را همچون قهرمان جلوه دهد. یا می‌توانند برای بهبود بلندمدت تلاش کنند — با پذیرش ریسک نارضایتی وال‌استریت، در حالی که پایه‌های سلامت و رشد پایدار شرکت را بنا می‌گذارند. آلبرت دانلپ، کسی که خود را دارای ذهنیت ثابت می‌دانست، برای سامان دادن به اوضاع شرکت سان‌بیم به کار گرفته شد. او راهبرد کوتاه‌مدتِ قهرمان جلوه‌کردن در نگاه وال‌استریت را انتخاب کرد. قیمت سهام سر به فلک کشید، اما شرکت از هم پاشید. لو گرستنر، که آشکارا از ذهنیت رشد حمایت می‌کرد، برای بازسازی IBM فراخوانده شد. هنگامی که مشغول انجام وظیفه‌ی عظیم بازسازی فرهنگ و سیاست‌های شرکت شد، قیمت سهام راکد بود و وال‌استریت با تمسخر واکنش نشان داد. او را شکست‌خورده نامیدند. اما چند سال بعد، IBM دوباره به پیشتاز حوزه‌ی خود تبدیل شد.