Research Outline



To understand and gain more information about the book Mindset.

Early Findings

Our first hour of research unveiled the following information:


Mindset is an extraordinary book, and here are a few reasons why one should definitely read this book once in their life:
  • It is authored by Carol Dweck, who is a well known motivational speaker and a psychology professor at Stanford. She is best known for her work in the field of developmental psychology, social psychology, and personality psychology. The book Mindset is particularly about motivation and her theory of "growth mindset." She has been awarded by UNICEF, too.
  • Coming to the book, it talks about a unique theory of the growth mindset and how it influences one's life.
  • This book has been mentioned and praised by some of the leading publications, including The Economic Times, Inc., Scientific American, Forbes, Entrepreneur, Business Insider, and The Atlantic. Most of them even reagrded it as a must-read.
  • "Satya Nadella, CEO of Microsoft, credited famed Stanford psychologist Carol Dweck and her book "Mindset" as the inspiration for his company's culture change."


  • This book showcases the difference between a fixed mindset and a growth mindset and how a growth mindset can lead to life success. Mindest is regarded as a habit or a belief, which can be changed.
  • Mindset includes eight beautiful chapters filled with science-backed facts, which offer a detailed explanation of how life works, the impact of beliefs and habits, and it also highlights the difference between the thought processes of people who have a fixed mindset versus those who have a growth mindest.
  • In chapter 1, the author introduces the term growth mindset, and she also compares it to a fixed mindset. According to her, people who have a fixed mindset believe that "their skills (intelligence, ability, potential) are fixed from birth and unchangeable." These are people who believe that trying after a failure is not worth it and is impractical. However, people with a growth mindset consider growth as their ultimate success. They also think that "potential cannot be predicted or discovered by any test."
  • Chapter 2 further explains these mindsets with the premise that these mindsets are choices that people make, and these choices have an impact on their lives. "This chapter also serves up a chilling warning about aptitude tests: when a person with a fixed mindset fails on a single test of ability, they very often view that failure as changeable for the rest of their lives, thus potentially missing out on great opportunities."
  • Chapter 3 leads the readers on the journey to explore the differences between the two mindsets. Carol has highlighted the impact of these mindsets over an individual thought process, which eventually decides the path of success or failure. "The main theme here is how these mindsets become traps that can set the stage for future success or failure."
  • The next chapter discusses the mindset of champions and how the mindest influences performance. "The mindset theory is related specifically to the issue of athletes and performance, and the results of studies and research conclude that most successful athletes possess a growth mindset and that, furthermore, such a mindset contributes to performance in three distinct ways." The importance of expectation for success in the people with a growth mindset helps them achieve more as compared to people who have a fixed mindset.
  • Chapter 5 highlights that a fixed mindset could be successful in a business world, but it actually makes it complex for people because it somehow supports the premise that the world can be divided into two groups of people; superior and inferior. This makes people think that they are either superior or inferior, whichever it is, it is hard to get out of this chaos. "This leadership style is responsible for those corporations where both great success and great failure have resulted from a rigidly bureaucratic structure." "The growth mindset can thus essentially said to be the innovative tech companies with executives wearing jeans into offices equipped with playrooms in contrast to the iconic army of white button-down shirt IBM employees of the 1960s."
  • Chapter 6 takes a dig at relationships and the influence of mindsets over love, emotions, and relations. "The fixed mindset partner takes things more personally and can view one eruption of extreme emotion as the end of a romance or friendship, and it more strikingly is how the mindsets tend to differ on the subject of relationship pressure." The growth mindset essentially focuses on the ways to tackle a relationship, and people with a growth mindset would not consider a fight to be an end of the relationship; rather, they would analyze the situation of their partner and will attempt to resolve it.
  • Chapter 7 focuses on parents, teachers, and coaches and how their mindsets influence other people's lives. "The focus in this chapter shifts to those people who contribute to the creation of the two mindsets in others, even if unwittingly, unknowingly, and without intent." The chapter also states that simple praise by a teacher may act as a seed of fixed mindset in young children. "Three particular teachers—Marva Collins, Rafe Esquith, and Dorothy DeLay—are highlighted to drive home the chapter's underlying advice that students' mistakes should not be addressed with the judgment of failure, but instead should foster an environment in which students see failure as another opportunity to learn something new."
  • The eighth chapter is a conclusive statement that offers steps that one can take to change their mindset to a growth mindset. "The first step is educating people about the theory by showing how it has impacted them personally in their lives." This leads people to believe that a change is needed and that they need to be more vigilant about negative behavior or habits. "This self-awareness naturally leads to the realization of the extent to which their behavior produces judgments of themselves, which leads to the important step of learning how to transform that judgment of worth into a perspective that views failure as an opportunity to learn and improve."