132 Confronting Def icie n cie s 133 A belief in fixed intelligence also makes

132 confronting def icie n cie s 133 a belief in

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132 Confronting Def icie n cie s 133 A belief in fixed intelligence also makes people less willing to admit to errors 134 or to confront and remedy their deficiencies in school, at work and in their 135 social relationships. In a study published in 1999 of 168 freshmen entering 136 the University of Hong Kong, where all instruction and coursework are in 137 English, three Hong Kong colleagues and I found that students with a growth 138 mind-set who scored poorly on their English proficiency exam were far more 139 inclined to take a remedial English course than were low-scoring students 140 with a fixed mind-set. The students with a stagnant 5 view of intelligence were 141 presumably unwilling to admit to their deficit and thus passed up the 142 opportunity to correct it. 143 144 4 divergent: widely differing 5 stagnant: unchanging; not developing
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Dweck, C.S. (2007). “The secret to raising smart kids.” Reproduced with permission. Copyright © 2008 Scientific American, Inc. All rights reserved. Grade 11–12/Text 1 This material is copyrighted and therefore must be securely destroyed immediately after use. DO NOT provide a copy of this material to anyone (teacher, student, or otherwise) who is not directly involved with this test administration. A fixed mind-set can similarly hamper communication and progress in the 145 workplace by leading managers and employees to discourage or ignore 146 constructive criticism and advice . Research by psychologists Peter Heslin and 147 Don VandeWalle of Southern Methodist University and Gary Latham of the 148 University of Toronto shows that managers who have a fixed mind-set are 149 less likely to seek or welcome feedback from their employees than are 150 managers with a growth mind-set. Presumably, managers with a growth 151 mind-set see themselves as works-in-progress and understand that they 152 need feedback to improve, whereas bosses with a fixed mind-set are more 153 likely to see criticism as reflecting their underlying level of competence. 154 Assuming that other people are not capable of changing either, executives 155 with a fixed mind-set are also less likely to mentor their underlings. But after 156 Heslin, VandeWalle and Latham gave managers a tutorial on the value and 157 principles of the growth mind-set, supervisors became more willing to coach 158 their employees and gave more useful advice. 159 Mind-set can affect the quality and longevity of personal relationships as 160 well, through people’s willingness—or unwillingness—to deal with 161 difficulties. Those with a fixed mind-set are less likely than those with a 162 growth mind-set to broach problems in their relationships and to try to 163 solve them, according to a 2006 study I conducted with psychologist Lara 164 Kammrath of Wilfrid Laurier University in Ontario. After all, if you think that 165 human personality traits are more or less fixed, relationship repair seems 166 largely futile. Individuals who believe people can change and grow, 167 however, are more confident that confronting concerns in their 168 relationships will lead to resolutions.
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  • Carol S. Dweck

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