RANDOM HOUSE | NEW YORK Copyright © 2006, 2016 by Carol S. Dweck, Ph.D. All rights reserved. Published in the United States by Random House, an imprint and division of Penguin Random House LLC, New York. RANDOM HOUSE and the HOUSE colophon are registered trademarks of Penguin Random House LLC. Grateful acknowledgment is made to Jeremy P. Tarcher, an imprint of Penguin Random House LLC, for permission to reprint four illustrations from pp. 18–19 of The New Drawing on the Right Side of the Brain Workbook by Betty Edwards, copyright © 2003. Reprinted by permission of Jeremy P. Tarcher, an imprint of Penguin Random House LLC. Originally published in a slightly different form in 2006 by Random House, an imprint and division of Penguin Random House LLC. LIBRARY OF CONGRESS CATALOGING-IN—PUBLICATION DATA Dweck, Carol S. Mindset: the new psychology of success / Carol S. Dweck p. cm. Includes index. ISBN 978-1-4000-6275-1 eBook ISBN 978-1-58836523-1 Belief and doubt. 2. Success—Psychological aspects. I. Title. BF773.D85 2006 153.8—dc22 2005046454 Ebook ISBN 9781588365231 randomhousebooks.com UPDATED EDITION Cover design: Richard Rossiter v4.1 ep Contents Cover Title Page Copyright Introduction Chapter 1: The Mindsets Chapter 2: Inside the Mindsets Chapter 3: The Truth About Ability and Accomplishment Chapter 4: Sports: The Mindset of a Champion Chapter 5: Business: Mindset and Leadership Chapter 6: Relationships: Mindsets in Love (or Not) Chapter 7: Parents, Teachers, and Coaches: Where Do Mindsets Come From? Chapter 8: Changing Mindsets Notes Recommended Books About the Author INTRODUCTION One day, my students sat me down and ordered me to write this book. They wanted people to be able to use our work to make their lives better. It was something I’d wanted to do for a long time, but it became my number one priority. My work is part of a tradition in psychology that shows the power of people’s beliefs. These may be beliefs we’re aware of or unaware of, but they strongly affect what we want and whether we succeed in getting it. This tradition also shows how changing people’s beliefs—even the simplest beliefs—can have profound effects. In this book, you’ll learn how a simple belief about yourself—a belief we discovered in our research—guides a large part of your life. In fact, it permeates every part of your life. Much of what you think of as your personality actually grows out of this “mindset.” Much of what may be preventing you from fulfilling your potential grows out of it. No book has ever explained this mindset and shown people how to make use of it in their lives. You’ll suddenly understand the greats—in the sciences and arts, in sports, and in business—and the would-have-beens. You’ll understand your mate, your boss, your friends, your kids. You’ll see how to unleash your potential—and your children’s. It is my privilege to share my findings with you. Besides accounts of people from my research, I’ve filled each chapter with stories both ripped from the headlines and based on my own life and experience, so you can see the mindsets in action. (In most cases, names and personal information have been changed to preserve anonymity; in some cases, several people have been condensed into one to make a clearer point. A number of the exchanges are re-created from memory, and I have rendered them to the best of my ability.) At the end of each chapter and throughout the last chapter, I show you ways to apply the lessons—ways to recognize the mindset that is guiding your life, to understand how it works, and to change it if you wish. A little note about grammar. I know it and I love it, but I haven’t always followed it in this book. I start sentences with ands and buts. I end sentences with prepositions. I use the plural they in contexts that require the singular he or she. I’ve done this for informality and immediacy, and I hope that the sticklers will forgive me. A little note on this updated edition. I felt it was important to add new information to some of the chapters. I added our new study on organizational mindsets to chapter 5 (Business). Yes, a whole organization can have a mindset! I added a new section on “false growth mindset” to chapter 7 (Parents, Teachers, and Coaches) after I learned about the many creative ways people were interpreting and implementing the growth mindset, not always accurately. And I added “The Journey to a (True) Growth Mindset” to chapter 8 (Changing Mindsets) because many people have asked for more information on how to take that journey. I hope these updates are helpful. I’d like to take this chance to thank all of the people who made my research and this book possible. My students have made my research career a complete joy. I hope they’ve learned as much from me as I’ve learned from them. I’d also like to thank the organizations that supported our research: the William T. Grant Foundation, the National Science Foundation, the Department of Education, the National Institute of Mental Health, the National Institute of Child Health and Human Development, the Spencer Foundation, and the Raikes Foundation. The people at Random House have been the most encouraging team I could wish for: Webster Younce, Daniel Menaker, Tom Perry, and, most of all, Caroline Sutton and Jennifer Hershey, my editors. Your excitement about my book and your great suggestions have made all the difference. I thank my superb agent, Giles Anderson, as well as Heidi Grant for putting me in touch with him. Thanks to all the people who gave me input and feedback, but special thanks to Polly Shulman, Richard Dweck, and Maryann Peshkin for their extensive and insightful comments. Finally, I thank my husband, David, for the love and enthusiasm that give my life an extra dimension. His support throughout this project was extraordinary. My work has been about growth, and it has helped foster my own growth. It is my wish that it will do the same for you. Chapter 1 THE MINDSETS When I was a young researcher, just starting out, something happened that changed my life. I was obsessed with understanding how people cope with failures, and I decided to study it by watching how students grapple with hard problems. So I brought children one at a time to a room in their school, made them comfortable, and then gave them a series of puzzles to solve. The first ones were fairly easy, but the next ones were hard. As the students grunted, perspired, and toiled, I watched their strategies and probed what they were thinking and feeling. I expected differences among children in how they coped with the difficulty, but I saw something I never expected. Confronted with the hard puzzles, one ten-year-old boy pulled up his chair, rubbed his hands together, smacked his lips, and cried out, “I love a challenge!” Another, sweating away on these puzzles, looked up with a pleased expression and said with authority, “You know, I was hoping this would be informative!” What’s wrong with them? I wondered. I always thought you coped with failure or you didn’t cope with failure. I never thought anyone loved failure. Were these alien children or were they on to something? Everyone has a role model, someone who pointed the way at a critical moment in their lives. These children were my role models. They obviously knew something I didn’t and I was determined to figure it out—to understand the kind of mindset that could turn a failure into a gift. What did they know? They knew that human qualities, such as intellectual skills, could be cultivated. And that’s what they were doing—getting smarter. Not only weren’t they discouraged by failure, they didn’t even think they were failing. They thought they were learning. I, on the other hand, thought human qualities were carved in stone. You were smart or you weren’t, and failure meant you weren’t. It was that simple. If you could arrange successes and avoid failures (at all costs), you could stay smart. Struggles, mistakes, perseverance were just not part of this picture. Whether human qualities are things that can be cultivated or things that are carved in stone is an old issue. What these beliefs mean for you is a new one: What are the consequences of thinking that your intelligence or personality is something you can develop, as opposed to something that is a fixed, deep-seated trait? Let’s first look in on the age-old, fiercely waged debate about human nature and then return to the question of what these beliefs mean for you. WHY DO PEOPLE DIFFER? Since the dawn of time, people have thought differently, acted differently, and fared differently from each other. It was guaranteed that someone would ask the question of why people differed—why some people are smarter or more moral— and whether there was something that made them permanently different. Experts lined up on both sides. Some claimed that there was a strong physical basis for these differences, making them unavoidable and unalterable. Through the ages, these alleged physical differences have included bumps on the skull (phrenology), the size and shape of the skull (craniology), and, today, genes. Others pointed to the strong differences in people’s backgrounds, experiences, training, or ways of learning. It may surprise you to know that a big champion of this view was Alfred Binet, the inventor of the IQ test. Wasn’t the IQ test meant to summarize children’s unchangeable intelligence? In fact, no. Binet, a Frenchman working in Paris in the early twentieth century, designed this test to identify children who were not profiting from the Paris public schools, so that new educational programs could be designed to get them back on track. Without denying individual differences in children’s intellects, he believed that education and practice could bring about fundamental changes in intelligence. Here is a quote from one of his major books, Modern Ideas About Children, in which he summarizes his work with hundreds of children with learning difficulties: A few modern philosophers…assert that an individual’s intelligence is a fixed quantity, a quantity which cannot be increased. We must protest and react against this brutal pessimism….With practice, training, and above all, method, we manage to increase our attention, our memory, our judgment and literally to become more intelligent than we were before.