Growth Mindset: Fostering Genuine Development or Pseudoscientific Fad?

In recent years, the concept of a "growth mindset" has gained significant traction in organizational culture. Coined by psychologist Carol Dweck, the growth mindset emphasizes the belief that one's abilities and intelligence can be developed through dedication and hard work (1). It promotes resilience, adaptability, and a willingness to embrace challenges. While the concept of a growth mindset holds significant promise for individual and organizational growth, its implementation requires a delicate balance. Organizations must be mindful of the unintended consequences that may arise from an overemphasis on growth without considering the individual, cultural, and systemic factors at play.?

Why should organizations be mindful, you might wonder ??

1). While encouraging employees to take ownership of their development is crucial, it can lead to a lack of acknowledgment of external factors influencing growth, such as systemic barriers, inadequate resources, or limited opportunities for skill development.?

2). An overzealous promotion of the growth mindset can foster unrealistic expectations for constant improvement and development. While encouraging a willingness to embrace challenges is essential, it can lead to employees feeling pressured to perform beyond their limits, which can ultimately result in burnout. When employees believe they must always demonstrate growth, they may avoid seeking help or admitting mistakes, fearing it will reflect negatively on their growth mindset image.

3). Organizations that overemphasize the growth mindset may inadvertently overlook the diverse learning preferences of their employees. While some individuals thrive in self-directed learning environments, others may prefer structured training, coaching, or collaborative learning to reach their full potential. Neglecting these variations can hinder the growth of certain employees and limit the overall impact of the growth mindset approach.

This narrow perspective of promoting the concept and utilizing it as the “fix” to all problems, may inadvertently create a culture of blaming employees for not achieving growth, ignoring the role of organizational support and mentorship. As with any well-intentioned idea, the implementation of a growth mindset in organizations has led to unintended consequences, which warrant a closer examination. And that is what we will delve within this article.?

You may have heard of a couple recent meta-analyses that are gaining some traction in the L&D world (2, 3). In short, it showed that growth mindset interventions have little to no effect on performance. While the analysis tells us something, it doesn’t necessarily address why this is true. Hopefully it’s clear from the above analysis that growth mindset interventions are not all made equal (4). Infusing growth mindset into your organization is not as simple as it seems and a lot of people don’t do this very successfully. In addition, most adults already identify with a growth mindset, so an intervention to get them to think differently is unlikely to be terribly useful.

As you are thinking about this concept of Growth Mindset, you might be wondering, how is it remotely possible that we could possibly be overdoing it and creating “not growth” oriented results???

To answer that, let us delve deeper into the complexities to understand the underlying problems first.

1. Pressure for Constant Improvement: While the growth mindset encourages individuals to strive for continuous improvement, its fervent promotion in organizations can inadvertently create an atmosphere where employees feel the need to be in a perpetual state of progress. This unrelenting pressure to demonstrate growth may lead to burnout and anxiety, as employees fear being perceived as stagnant or inadequate if they encounter setbacks or moments of rest. For example, in a competitive tech startup, the CEO promotes a growth mindset, encouraging employees to constantly exceed their previous achievements. While this mindset initially drives innovation, it soon leads to employee burnout and stress as the relentless pursuit of progress leaves little room for rest or work-life balance.
2. Neglect of Intrinsic Motivations: In the pursuit of fostering a growth mindset, organizations may focus heavily on extrinsic motivators like promotions, bonuses, or public recognition for achievements. This emphasis can inadvertently overshadow the importance of intrinsic motivations, such as genuine interest in one's work or the satisfaction derived from mastering a skill purely for personal growth. For example, A sales-driven organization incentivizes its employees solely based on achieving sales targets and rewards the top performers with bonuses and public recognition. As a result, some employees may prioritize short-term gains over genuinely connecting with customers or finding intrinsic satisfaction in helping them.
3. Lack of Support and Resources: Encouraging employees to embrace challenges and take ownership of their development is crucial, but organizations must also provide the necessary support and resources to facilitate genuine growth. Without proper guidance, mentorship, or access to relevant training opportunities, employees may struggle to translate their growth mindset into tangible skills and accomplishments. For example, A non-profit organization advocates a growth mindset among its volunteers but fails to provide adequate training or mentorship. The volunteers, though willing to learn and contribute, struggle to make a significant impact due to the lack of support, hindering their growth and causing frustration.
4. Fixed Mindset About Failure: Interestingly, the pursuit of a growth mindset can lead to a fixed mindset about failure if organizations do not foster a culture that embraces learning from mistakes. When employees feel punished or stigmatized for errors, they may become risk-averse, hindering their ability to innovate and explore new possibilities. For example, a high-pressure corporate culture promotes a growth mindset in theory, but employees are reprimanded or penalized for any mistakes or failures. As a consequence, employees become fearful of taking risks or trying new approaches, stifling innovation and hindering genuine growth.
5. Inequality in Opportunities: The growth mindset philosophy assumes that anyone can improve with effort, but it may overlook systemic barriers and inequalities within organizations. Employees from diverse backgrounds might face unequal access to growth opportunities, limiting their chances to develop and reach their full potential. For example, a technology company promotes diversity and inclusion but overlooks systemic barriers that limit opportunities for underrepresented groups. Despite having a growth mindset, employees from these backgrounds have limited access to leadership training or career advancement, leading to a lack of genuine growth for some members of the workforce.
6. Unrealistic Timeframes for Growth: Instant gratification and rapid progress are often emphasized in modern society, and this pressure can seep into organizational growth initiatives. Expecting immediate results from a growth mindset approach may lead to short-sighted decisions, undermining the long-term benefits of nurturing authentic, sustainable development. For example, a startup incubator encourages rapid growth among its portfolio companies, expecting significant revenue increases within a short timeframe. As a result, some startups make hasty decisions without fully understanding their market, leading to unsustainable growth and eventual failure.

So, where do we go from here??

There are some individuals claiming that the growth mindset is pseudoscience and should be stricken from the record, no longer discussed or used in corporate settings. We believe this is swinging the pendulum too far. The idea of spending valuable resources trying to get employees to adopt a growth mindset, true, is probably not a good use of time or money. And yes, a lot of folks might attempt growth initiatives without recognizing the negative side effects we’ve discussed above. But creating a culture of growth is still a good thing!

With an understanding of the potential problems arising from an overdone growth mindset, it is imperative for organizations to reevaluate their approach to fostering growth and development. Here are some steps organizations can take to strike a more balanced and effective implementation of the growth mindset:

1. Cultivate a Supportive Environment: Instead of placing undue pressure on constant improvement, organizations should focus on creating a supportive and nurturing environment. This entails recognizing and celebrating progress, acknowledging setbacks as opportunities for learning, and encouraging employees to take well-deserved breaks for self-care and rejuvenation. Implementation example: An engineering firm introduces "Growth Fridays," where employees are encouraged to take a few hours off each Friday to focus on self-improvement activities of their choice. This could include attending workshops, pursuing hobbies, or simply taking a mental break. The company also holds regular "reflection sessions" where teams share their learnings from both successes and failures, emphasizing the value of continuous improvement.

2. Balance Extrinsic and Intrinsic Motivations: While recognizing achievements with extrinsic rewards is essential, organizations should also celebrate the intrinsic motivations that drive employees' passion for their work. Leaders can foster a sense of purpose by connecting employees to the broader impact of their contributions, fostering a genuine drive for personal growth. Implementation example: A marketing agency implements a recognition program that goes beyond financial rewards. Employees are celebrated for their contributions to projects, and their passion and dedication to their work are highlighted during team meetings. Additionally, the company encourages employees to participate in cross-functional projects, allowing them to explore different areas of interest and nurture their intrinsic motivations.

3. Invest in Professional Development: Providing ample support and resources for employees' growth is vital. This includes offering mentorship programs, skills training, workshops, and access to learning platforms. By investing in their employees' development, organizations can create a thriving culture of learning and growth.? Implementation example: A healthcare organization provides a dedicated budget for each employee's professional development. Employees can use this fund to attend conferences, enroll in courses, or seek mentorship opportunities. The company also offers in-house training sessions, allowing employees to learn from their peers and share their expertise with others.

4. Normalize Learning from Failure: Encouraging a growth mindset necessitates normalizing the concept of learning from failure. Leaders should demonstrate a willingness to embrace their own mistakes and encourage open discussions about challenges and lessons learned. This shift in attitude fosters a culture where experimentation and innovation thrive.? Implementation example: A software development company conducts "failure retrospectives" after the completion of projects. In these sessions, team members openly discuss the challenges they faced and the lessons learned, without fear of judgment. The organization recognizes that failure is an inherent part of growth and actively encourages employees to take calculated risks.

5. Focus on Sustainable Growth: Organizations should resist the temptation to prioritize short-term gains over sustainable growth. By setting realistic expectations and allowing time for genuine development, organizations can cultivate a growth mindset that leads to lasting, positive change.? Implementation example: A retail company sets realistic growth targets for its stores, considering market conditions and the capacity for long-term success. Instead of pressuring managers for immediate results, the company incentivizes strategies that prioritize customer satisfaction and employee development, ensuring the growth is both meaningful and sustainable.

6. Promote Diversity and Inclusivity: To truly embrace the growth mindset philosophy, organizations must ensure equal access to growth opportunities for all employees, regardless of their backgrounds. By addressing systemic barriers and promoting diversity and inclusivity, organizations can tap into a wider range of perspectives and talents, driving collective growth. Implementation example: A financial institution establishes a diversity and inclusion committee to assess and address any systemic barriers within the organization. They set specific targets for increasing representation in leadership roles and create mentorship programs to support underrepresented employees' growth. By ensuring equal access to opportunities, the company fosters a culture of growth for all.

You see, embracing a growth mindset in organizations is a powerful way to foster resilience, adaptability, and innovation among employees. However, it is crucial to approach its implementation thoughtfully, considering the diverse needs and experiences of individuals within the organization. By striking a balance between encouraging individual development and providing comprehensive support, organizations can create a culture that nurtures authentic growth and personal fulfillment. The journey towards a truly balanced growth mindset is an ongoing process, but the rewards are immense for both employees and the organization as a whole.

Until we post again in two weeks, keep living, keep learning, and make sure to balance your? mindset and efforts accordingly.?

Your Org Scholars,?

Cindy and Zo

Cindy is a learning scientist and a Senior Lecturer in the Leadership and Learning in Organizations doctoral program at Vanderbilt University.

Zo is working on her Doctorate in Education, focusing on Learning & Leadership, from Vanderbilt University (Graduation: 2024) and has worked in Large consulting/accounting firms, a multinational technology company, and Ed. Tech.

References

1. Dweck, C. S. (2006). Mindset: The new psychology of success. Random house.
2. Macnamara, B. N., & Burgoyne, A. P. (2022). Do growth mindset interventions impact students’ academic achievement? A systematic review and meta-analysis with recommendations for best practices. Psychological Bulletin.
3. Burnette, J. L., Billingsley, J., Banks, G. C., Knouse, L. E., Hoyt, C. L., Pollack, J. M., & Simon, S. (2023). A systematic review and meta-analysis of growth mindset interventions: For whom, how, and why might such interventions work?. Psychological Bulletin, 149(3-4), 174.
4. Dweck, C. (2016). What having a “growth mindset” actually means. Harvard business review, 13(2), 2-5.