Recommendation
introduction

Part 1: What is the mindset of an organization?

Chapter 1: Understanding Mindset
Mindset Continuum
Mindset is culture
Genius Culture and Growth Culture
Chapter 2: The Organizational Mindset That Drives Individuals
Have an organizational mindset
The Impact of an Organization's Mindset on Individuals
Five Values ​​of Mindset

Part 2: The Mindset That Changes Organizations

Chapter 3 Cooperation
Become number one or get fired
Cooperative organizations win the competition.
How to Stop Internal Competition and Fight Together
Chapter 4 Innovation
What can you do to innovate?
How to respond to change
Until Shell created a site without fatal accidents
Innovate by reflecting the opinions of everyone in the organization.
Chapter 5: Risk Taking and Resilience
Success comes with different risks.
Check your data to reduce risk
Employees who trust the company, and employees who don't
Take risks wisely and learn from your failures.
Chapter 6 Honesty and Moral Conduct
Morality varies depending on one's mindset.
How an organization's mindset influences its employees' morals
What is honest competition?
Deal with deviations and mistakes properly
How to Create a Moral and Honest Organization
Chapter 7: Diversity, Equity, and Inclusion
The trap of stereotypes
Pursue DEI in your organization
Why can't we just hire geniuses?
The Science of Mindset That Determines Your Colleagues
How to Create an Organization That Pursues DEI

Part 3: Identify Your Mindset Triggers

Chapter 8: Situations that Stimulate Mindset
Four Mindset Triggers: Evaluation, Adversity, Criticism, and Success
Setting a Mindset to Achieve Your Goals
Again, understanding the fixed mindset
Chapter 9: Situations under evaluation
Prove that you can
Questions for Reflection
Chapter 10: Situations of Adversity
Adversity makes the brain grow
The belief that ability and effort are inversely proportional
Starting a business isn't something you do alone.
Present a more difficult problem
5 Ways to Overcome Adversity
Questions for Reflection
Chapter 11: Situations under criticism
Children and adults hiding their report cards
A mindset that accepts/rejects criticism
Accept only the criticism you need.
How to give useful feedback
Questions for Reflection
Chapter 12: Situations in which others succeed
An organization that tells you to fight and win against your peers
Competition in the classroom
Challenge or be threatened
How to Motivate Yourself When Others Succeed
Questions for Reflection

conclusion
Acknowledgements
References

Great companies don't praise, they grow.
The Science of Mindset: Creating Ten Passions Stronger Than One Genius
A corporate culture that surpasses its peak and becomes resilient in times of crisis.

“A practical roadmap for building a learning organization based on the past and unleashing people’s potential.”
Adam Grant (author of Hidden Potential)

“A book full of amazing and incredibly valuable information.
Based on this, you can embark on the path to growth.”
Carol Dweck (author of Mindset)

What's the secret to why teams of geniuses fail and non-competitive teams succeed? Why do unicorns collapse suddenly, and why do distrust and betrayal arise in flat workplace cultures? Why do some companies thrive despite incidents, while others disappear without a hitch?

For decades, organizational research has focused on 'individual capabilities'.
The belief that ability is 'fixed' leads to individuals attributing their mistakes to a lack of ability.
It is a widely known fact that those who have a 'growth' mindset, which is the opposite of the two, achieve great things.
CULTURES OF GROWTH focuses on organizations rather than individuals, revealing the new reality that organizations themselves can have a mindset and that this can profoundly influence the mindsets of their members.
Author Mary Murphy has spent nearly a decade analyzing and consulting with hundreds of companies, including Microsoft, demonstrating the success of organizations that incorporate a growth mindset into their policies and practices.
Members of organizations that embody a growth mindset as a culture are more motivated and driven, supportive of one another, and creative and innovative.
They were less likely to cheat each other, work half-heartedly, or steal each other's ideas.


A "growth culture" respects everyone, supports their development, and encourages outstanding ideas and contributions from people across all levels and functions of the organization.
This is different from the 'genius culture' where only those who are recognized as bright or talented have a say.
Growth Culture delves into this very point, examining how organizational mindsets work and showing how to move toward a growth mindset.

The success or failure of an organization depends on its culture.
How to drive innovation and take risks while maintaining discipline; a culture that embraces criticism as an opportunity, overcomes adversity, and readily celebrates the success of others; the laws of an organization that thrives on collaboration rather than comparison with peers; and everything about growth culture that motivates ordinary people to excel and geniuses to strive.

Organizations that survive to the end have a special culture.
Genius culture vs. relying on one smart person.
A culture of growth where we learn together from mistakes and failures

If you want to check the mindset of the organization you belong to, ask questions.
Do you ask, "Who is the smartest?" or "Are we learning together?" The "genius culture" literally relies on the exceptional abilities of one or two individuals.
In this culture, mistakes and failures are seen as signs of incompetence and therefore must be hidden.
On the other hand, a 'growth culture' values ​​learning over perfection.
Because we recognize the process of developing members' potential as part of our success, we welcome mistakes and failures on the premise that learning occurs.
Author Mary Murphy suggests five core values ​​for judging how this growth culture manifests in an organization: collaboration, innovation, risk-taking, honesty, and DEI (diversity, equity, and inclusion).

· Cooperation: Are employees willing and able to work together actively, or are they focused on individual competition?
In organizations where there are only two choices: 'be number one or get fired,' members compete.
They do not share information with others and try to 'appear' to be a competent person.
Employees do not trust the organization and leave easily.
WeWork pressured its bottom 20 percent by laying them off every year.
However, in a growth culture, cooperation among members is emphasized.
Rather than focusing on recruiting "stars," Patagonia rewarded "ensemble" players.
As you know, the difference in performance between the two companies is stark.

· Innovation: Do employees have ambitious goals, or do they feel there's no room for improvement?
Only organizations that have agreed-upon goals and invest time and effort into improving beyond change will achieve innovation.
3M's '15 percent time', which allowed employees to devote 15 percent of their work time to personal interests, led to the development of the 'Post-it'.
Shell achieved 'goal zero' by creating a program in which all employees actively contributed ideas.
Even if the results don't appear immediately, it's the result of investing time and effort in believing in the possibility of improvement.


· Risk-taking: Do you help employees recover from failure, or do you emphasize safety-oriented solutions?
Microsoft employees only offered safe ideas to keep their jobs.
It was a latecomer to several new technologies, including smartphones, and its stock price plummeted.
But after embracing a growth mindset, he built on the failure of his chatbot Tay to develop Bing, a chatbot that now dominates the consumer AI market.
Challenges are inherently risky, and companies that have a culture of finding potential in failure ultimately win.

· Integrity: Does the organization encourage people to do the right thing, or does it encourage them to take dubious shortcuts?
Treating infidelity as a personal aberration will not solve the problem.
The circumstances we find ourselves in drive our actions.
The reason members resort to tricks and expedient methods is because there is an implicit atmosphere that allows them to do so.
However, the results achieved through misconduct are often short-lived and are often like sand castles from the beginning.
We know the fate of Elizabeth Holmes of Theranos, who exaggerated the performance of her blood pressure monitor and deceived investors.
It is necessary to check whether the process of achieving the results is correct.

· Diversity/Equity/Inclusion: Who gets a chance among applicants from diverse backgrounds and talented applicants?
An organization's mindset has a powerful influence on job seekers' choices.
People of color are reluctant to apply to white-dominated organizations, and women are hesitant to apply to male-dominated organizations.
This is a clear loss, considering that research shows that companies with women in their top management teams increase their value by an average of $42 million, and that companies with diverse teams are 35 percent more likely to outperform their competitors.

We need a new lens through which to view adversity.
How to Shift to a Growth Mindset When a Fixed Mindset Overwhelms Us

To change organizational culture, change from the top is essential.
But change from below is not impossible.
The author suggests four "mindset triggers," suggesting that individuals can decide which mindset to adopt in each situation, and that these decisions can influence others.

(1) When your performance is evaluated: Should you blame yourself for not achieving results, or should you work to make up for your shortcomings?
(2) When faced with a challenge: Will you be afraid that your crisis management skills will be exposed, or will you think of it as an opportunity to demonstrate your abilities and devise countermeasures?
(3) When being criticized: Should you take it as criticism or focus on the criticism and seek improvement?
(4) When others succeed: Will you lament your own incompetence, or will you gladly congratulate them and ask how they reached their goals?

It is a common situation that occurs repeatedly in almost every organization.
In a competitive society dominated by the genius mindset, it is all too natural and easy to fall into a fixed mindset.
However, you can move towards growth by redesigning your performance evaluation methods, accident handling methods, and feedback processes, or by responding differently to trigger situations.
This process helps sustain a culture of growth in the organization.
This book offers practical practices to help individuals, teams, and organizations harness the powerful power of culture.
Understand how the mindset of your organization manifests itself.
《Growth Culture》 is the most reliable roadmap to help you on your journey of change.