Mindset _ The New Psychology of Success - Carol S. Dweck [17]
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.
College students, after doing poorly on a test, were given a chance to look at tests of other students. Those in the growth mindset looked at the tests of people who had done far better than they had. As usual, they wanted to correct their deficiency. But students in the fixed mindset chose to look at the tests of people who had done really poorly. That was their way of feeling better about themselves.
Jim Collins tells in Good to Great of a similar thing in the corporate world. As Procter & Gamble surged into the paper goods business, Scott Paper—which was then the leader—just gave up. Instead of mobilizing themselves and putting up a fight, they said, “Oh, well . . . at least there are people in the business worse off than we are.”
Another way people with the fixed mindset try to repair their self-esteem after a failure is by assigning blame or making excuses. Let’s return to John McEnroe.
It was never his fault. One time he lost a match because he had a fever. One time he had a backache. One time he fell victim to expectations, another time to the tabloids. One time he lost to a friend because the friend was in love and he wasn’t. One time he ate too close to the match. One time he was too chunky, another time too thin. One time it was too cold, another time too hot. One time he was undertrained, another time overtrained.
His most agonizing loss, and the one that still keeps him up nights, was his loss in the 1984 French Open. Why did he lose after leading Ivan Lendl two sets to none? According to McEnroe, it wasn’t his fault. An NBC cameraman had taken off his headset and a noise started coming from the side of the court.
Not his fault. So he didn’t train to improve his ability to concentrate or his emotional control.
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.
When Enron, the energy giant, failed—toppled by a culture of arrogance—whose fault was it? Not mine, insisted Jeffrey Skilling, the CEO and resident genius. It was the world’s fault. The world did not appreciate what Enron was trying to do. What about the Justice Department’s investigation into massive corporate deception? A “witch hunt.”
Jack Welch, the growth-minded CEO, had a completely different reaction to one of General Electric’s fiascos. In 1986, General Electric bought Kidder, Peabody, a Wall Street investment banking firm. Soon after the deal closed, Kidder, Peabody was hit with a big insider trading scandal. A few years later, calamity struck again in the form of Joseph Jett, a trader who made a bunch of fictitious trades, to the tune of hundreds of millions, to pump up his bonus. Welch phoned fourteen of his top GE colleagues to tell them the bad news and to apologize personally. “I blamed myself for the disaster,” Welch said.
Mindset and Depression
Maybe Bernard Loiseau, the French chef, was just depressed. Were you thinking that?
As a psychologist and an educator, I am vitally interested in depression. It runs wild on college campuses, especially in February and March. The winter is not over, the summer is not in sight, work has piled up, and relationships are often frayed. Yet it’s been clear to me for a long time that different students handle depression in dramatically different ways. Some let everything slide. Others, though feeling wretched, hang on. They drag themselves to class, keep up with their work, and take care of themselves—so that when they feel better, their lives are intact.
Not long ago, we decided to see whether mindsets