固有思維模式轉(zhuǎn)變?yōu)榘l(fā)展思維模式

固有思維模轉(zhuǎn)變?yōu)榘l(fā)展思維模式WHYdosometheircreativepotentialotherequallytalentedpeersdon’t?SkiptonextparagraphEnlargeThisImageJamesYangAfterthreedecadesofpainstakingresearch,theStanfordpsychologistCarolthattheanswertothepuzzleliesinthinkaboutintelligenceandThosetheywerebornwithallthesmartsandgiftsthey’reevergoingtohaveapproachwithwhatsheset.”ieveabilitiescanexpandovertime,however,livewitha“growthmindset.”Guesswhichonesprovetobemostinnovativeovertime.“Societyisobsessedwiththeideaoftalentandgeniusandpeoplewhoare‘naturals’withinnate”saysMs.Dweck,whoisknownforresearchthatcrossestheboundariesofpersonal,socialanddevelopmentalpsychology.“Peoplewhobelieveinthepoweroftalenttendnottofulfilltheirpotential’resomistakes.Butpeoplewhobelievethattalentcanbedevelopedaretheoneswhoreallypush,stretch,confronttheirownmistakesandlearnfromthem.”Inthiscase,nurturewinsoutovernaturejustabouteverytime.Whilesomemanagersapplytheseprincipleseveryday,toomanyothersinsteadbelievethathiringthebestandthebrightestfromtop-flightschoolsguaranteescorporatesuccess.Theproblemisthat,havingbeenidentifiedasgeniuses,theanointedbecomefearfuloffallingfromgrace.“It’shardtomoveforwardcreativelyandfosterteamworkeachistolooklikethebiggeststarintheconstellation,”Ms.Dwecksays.Inher2006book,“Mindset:TheNewPsychologyofSuccess,”sheshowshowadoptingeitherafixedorgrowthattitudetowardtalentcan

profoundlyaffectallaspectsofaperson’slife,fromparentingandromanticrelationshipstosuccessatschoolandonthejob.Sheattributesthesuccessofseveralhigh-profilechiefexecutivestotheirgrowthmind-set,anenergizeaworkincludeJohnF.WelchJr.ofGeneralElectric,whovaluedteamworkoverindividualLouisV.ofwhobookaboutI.B.M.’sturnaroundto“thethousandsofI.B.M.’erswhonevergaveupon”;andAnneofXerox,focusedmoraleofsheimplementedpainfulcuts.ButMs.Dweckdoesnotsuggestthatrecruitersignoreinnatetalent.Instead,shesuggestslookingforbothtalentandagrowthmind-setinprospectivehires—peoplewithapassionforlearningwhothriveonchallengeandchange.Afterreadingherbook,ScottForstall,seniorvicepresidentofAppleinchargeofiPhonesoftware,contactedMs.DwecktotalkabouthisexperienceputtingtogethertheiPhonedevelopmentteam.Mr.ForstalltoldherthatheidentifiedanumberofsuperstarswithinvariousdepartmentsatAppleandaskedtheminforachat.Atofeachhe’trevealdetailsoftheprojecthewasworkingon.Buthepromisedtheopportunity,Ms.Dwecksays,“tomakemistakesandstruggle,buteventuallywemaydosomethingthatwe’llremembertherestofourlives.”O(jiān)nlypeopleimmediatelyattheendedontheteam.“Itwashisintuitionthathewantedpeoplewhovaluedstretchingthemselvesoverbeingkingoftheirparticularhill,”shesays.Peopleagrowthtendthekindofperseveranceandresiliencerequiredtolife’sintosuccesses.ThatabilitytolearnfromexperiencewascitedastheNo.1ingredientforcreativeachievementinapollof143creativityresearcherscitedin“HandbookofCreativity”in1999.Whichleadsonetoask:Isitpossibletoshiftfromafixedmind-settoagrowthmind-set?Absolutely,accordingtoBut,“it’snoteasytoletgoofsomethingthathasfeltlikeyourselfformanyyears,”shewrites.Still,shesays,“nothingisbetterthanseeingfindtheirwaytothingstheyvalue.”

JanetRae-Dupreewritesaboutscience為什么一些涉及商業(yè)領(lǐng)域的人們能有擁有著創(chuàng)造性的潛意識(shí)反之其他的與他們擁有同等智商的同齡人卻不能呢?看下一段你將會(huì)有所發(fā)現(xiàn)JamesYang經(jīng)過3個(gè)世紀(jì)的不屑努力,Stanford心理研究學(xué)家CarolDweck相信答案主要困惑是在于人們是如何認(rèn)為智慧與才能的那些相信自己生來就機(jī)智靈敏賦有天賦的人們,他們?cè)?jīng)企圖想用她所說的一種固有的思維模式"來與生活靠近那些認(rèn)為自己的能夠可以隨著時(shí)間的推移而增強(qiáng)的人們反之,他們卻生活在"擴(kuò)張性思維模式"中.到現(xiàn)在為止,猜想下哪些人被證實(shí)是最有革新的思想呢社會(huì)被天才與天賦思想所捆饒著,那些圣人是天生固有的能力,"Dweck先生說,他以研究個(gè)人,社會(huì)和發(fā)展心理學(xué)的界限而著稱"人們相信天才的能力并沒有發(fā)揮出他們本有的潛在能力是因?yàn)樗麄兲^于在意他們外觀的敏銳和奠定的事實(shí).但是那些認(rèn)為天才屬于一些接受對(duì)他們施加壓力,磨練和勇敢面對(duì)自己所犯的錯(cuò)誤并吸收改正它的人們既然這樣,后期培養(yǎng)遠(yuǎn)遠(yuǎn)勝過天資,是把握一個(gè)過程.當(dāng)經(jīng)理每天都重復(fù)提出這些原則的同時(shí)其它滲透出來的一些概念也證實(shí)出了雇傭最好的知名學(xué)校的尖子能夠確保公司的受益問題在于,一直被認(rèn)為的所謂的天才，這種觀點(diǎn)開始漫漫的腿色變地不那么完美了＂如果群雄中的每一位都想要冒頭那么就很難在達(dá)到更加具有創(chuàng)造性和突出的培養(yǎng)小組的目的了．＂Dweck女士說．在２００６年她的書中＂思維模式＂一種新型成功心理學(xué)＂她指出如果接受對(duì)于天才所固有的和可發(fā)展的態(tài)度才能深刻的影響到人類各個(gè)方面的生活教養(yǎng)，富有想象的關(guān)系到學(xué)校的突出和事業(yè)上的成就．她歸因幾個(gè)典型首要執(zhí)行官的成功到他們的發(fā)展思維模式中證了一個(gè)人的能力可以激發(fā)他們的工作動(dòng)力。他們是通用電器的F.Welch，他以個(gè)人才能論斷一個(gè)小組的價(jià)值；IBM的V.GerstnerJr.，獻(xiàn)身于他的著作是有關(guān)IBM的轉(zhuǎn)向?qū)ｉT針對(duì)那些從沒放棄過計(jì)算機(jī)事業(yè)的上千萬職員們有Xerox的AnneM.Mulcahy，正當(dāng)面臨裁員的危險(xiǎn)處境她還堅(jiān)持滿懷斗志的鼓舞著她的職員們。

但是Dweck女士并不建議被雇傭者因此就忽視了本身的才能反的她還建議對(duì)于未來它們所要招聘的職員必須天資與發(fā)展性思維模式要同時(shí)進(jìn)行—喜歡挑戰(zhàn)并能改變局勢(shì)的那些迫切渴望得到知識(shí)的人們。蘋果公司負(fù)責(zé)iPhone軟件的高級(jí)副總裁Forstall在讀夠她書以后聯(lián)絡(luò)Dweck女士談?wù)摿岁P(guān)于包括發(fā)展小組在內(nèi)的他所經(jīng)歷的經(jīng)驗(yàn)Forstall先生告訴她說他識(shí)別在蘋果公司各個(gè)部門的一批高端人才是通過把他們叫來與他談話的這種方式。在面談一開始，他就提醒這些應(yīng)聘者說他對(duì)他所進(jìn)