What are the ramifications of holding a fixed mindset over a growth mindset? How does it alter the mechanics of the people within a company and what can be done to shift an entrenched culture mindset?

Mary C. Murphy is a Professor of Psychology and Brain Science at the University of Indiana, and the author of the book Cultures of Growth: How the New Science of Mindset Can Transform Individuals, Teams, and Organizations.

Greg and Mary discuss the differences between growth and fixed mindsets, the significant impact of environmental factors on a given mindset, and the concept of mindset culture. Mary shares insights from her research and personal experiences, including her collaboration with Carol Dweck on the external factors influencing mindset. Their conversation covers the practical applications of growth mindset principles in education and corporate settings, how to implement effective learning systems, the role of leadership in fostering a culture of growth, and the importance of reframing effort in relation to ability.

*unSILOed Podcast is produced by University FM.*

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Reframing effort and ability through growth mindset

41:55: So, what the growth mindset culture does—and what we do when we are creating growth mindset learning environments or working environments in companies—is that we're really trying to reframe that relationship between effort and ability. Pointing out, telling stories, showing people, having them do self-reflection on where they made the most progress, right? Where do you actually see the best outcomes coming? Is it always effortless, or have there been challenges that have been overcome, strategies that had to be pivoted, and teams that had to come together, right? So, illuminating the process of success helps people understand whether or not effort is what's required for ability, required for high success, right? And strong success and excellence.

Why growth cultures are more diverse and inclusive

49:36: In a culture of growth, it's much more diverse naturally. Why? Because it's not about matching to some narrow prototype of success that looks or feels a certain way. Instead, it's about who can grow the most, who can develop the most, who can pivot, who's overcome challenges. And when we look at our society and look at who has overcome challenges, who has actually had to pivot, try new things, and overcome these structural barriers, we see that that's a much more diverse group of people. And it's not just focused on any one identity. And so, we see that in these cultures of growth, they attract, retain, promote, and positively evaluate a much wider variety of people.

How do we mirror growth to inspire workplace success?

34:50: As adults in the workplace setting, if we can create relationships where we actually show employees and our direct reports—individual contributors—where we have seen their growth and development, appreciate that, and mirror it for them, it puts them in that growth mindset. This makes them willing to try something new, to continue to push, and to continue to develop either in that area or in a new area that's required in the moment. And so, I think that's one thing that we can do pretty easily—to just be that mirror for process, growth, and development for people and help them reflect on that for themselves.

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