Stand alone or stand together
Carol S. Dweck is a psychologist and professor at Stanford University, best known for her research on mindsets, whose work explores how beliefs about intelligence impact motivation and success. Despite her success in an academic context, I am struck by her down-to-earth, easy-to-reach manner and application of the work contained within the book Mindset: Changing the Way You Think to Fulfil Your Potential.[1] By writing in this manner, she effectively achieves her aim, outlined in her introduction. She writes, “A little note about grammar. I know it, and I love it, but I haven’t always followed it in this book. I start sentences with ands in buts. I end sentences with prepositions. I use the plural they in contexts that require the singular he or she. I’ve done this for informality and immediacy, and I hope that the sticklers will forgive me.”[2] The book, though weighty in information and application, is instantly attainable, especially considering the author supplies a helpful end-of-chapter summary called “Grow your mindset.”
I will compare and contrast Dweck’s book with similar subject material, but as a stand-alone text, the book carries a significant enough stature to impact the reader. The author boldly claims, “No book has ever explained this (belief about yourself) mindset and shown people how to make use of it in their lives.”[3] Dweck is attempting to create a never-seen-before-work exploring how our beliefs about our abilities significantly influence our success and personal growth. It works, it’s effective, it’s powerful. In Identifying two primary mindsets, the fixed and growth mindsets, Dweck concludes that those with a fixed mindset believe that qualities like intelligence and talent are innate and unchangeable, leading them to fear failure, avoid challenges, and give up easily. In contrast, individuals with a growth mindset see abilities as changeable, viewing setbacks as opportunities for learning and growth.[4] Dweck argues that cultivating a growth-oriented outlook is essential for achieving personal and professional potential. Filled with real-world examples and case studies that highlight how a growth mindset fosters resilience, creativity, and a love of learning, Dweck demonstrates how adopting a growth mindset can also transform various aspects of life, including education, business, sports, and relationships.
When juxtaposed with other works such as Thinking, Fast and Slow[5] by Daniel Kahneman, A Failure of Nerve[6] by Edwin H. Friedman, The Undefended Leader[7] by Simon P. Walker and Clear Thinking[8] by Shane Parrish, several points of convergence and divergence emerge.
Kahneman’s Thinking, Fast and Slow, contrasts Dweck’s approach by examining how cognitive biases and dual systems of thinking—System 1 (fast, intuitive) and System 2 (slow, analytical)—shape decision-making.[9] While Dweck focuses on mindset as a core factor in achievement, Kahneman focuses on cognitive errors that can impede rational thinking.[10] Both authors highlight the power of awareness in overcoming mental pitfalls, yet they diverge in scope; Dweck unapologetically focuses on personal growth[11], whereas Kahneman is more concerned with judgment and decision-making processes.[12]
Similarly, Friedman’s A Failure of Nerve critiques modern leadership by emphasising emotional maturity and self-differentiation as crucial to effective leadership.[13] While Dweck’s growth mindset promotes perseverance and adaptability, Friedman’s overarching idea is that true leadership requires the capacity to withstand anxiety and lead with a clear sense of identity. Their theories intersect in advocating for resilience but differ in application—Dweck’s model is widely applicable to personal development, while Friedman’s is specific to leadership under pressure, though its principles are far-reaching.
Walker’s The Undefended Leader approaches leadership from a, dare I say it, psycho-spiritual perspective, suggesting that authentic leadership arises from leading out of who you are.[14] This resonates with Dweck’s view that embracing a growth mindset is fundamentally about developing one’s potential. However, Walker emphasises the importance of vulnerability and internal coherence, advocating for a form of leadership that is less focused on striving and more on self-acceptance. This differs from Dweck’s emphasis on effort and persistence as markers of the growth mindset.[15]
Parrish’s Clear Thinking aligns with Dweck in its focus on cultivating mental frameworks that optimise decision-making and learning. Parrish’s emphasis on clear thinking to mitigate biases or defaults[16] and enhance performance complements Dweck’s model of mindsets as tools for growth. Both authors advocate for deliberate practice and continuous learning as pathways to improved outcomes.
Mindset provides a flexible psychological framework emphasising the importance of mindset in achieving potential, resonating with other works exploring leadership and cognitive function. While Kahneman, Friedman, Walker, and Parrish each offer unique perspectives—ranging from cognitive biases to emotional maturity and authentic leadership—Dweck’s contribution stands out for its applicability across diverse contexts, offering a universal principle for personal and professional development. Taken in isolation, Dweck’s work is strong; taken in context with the other cited works in this blog, it is seemingly untouchable. How can anyone argue with the overarching sentiment of Dweck’s book that by reframing how we approach challenges and view failure, we can unlock our true potential and lead more fulfilling lives? The ultimate message is that success is not just about talent but the willingness to grow, learn, and persist. I loved the book.
[1] Dweck, Dr Carol. 2017. Mindset: How You Can Fulfil Your Potential. London: Robinson.
[2] Ibid, x.
[3] Ibid, ix.
[4] Ibid, 263.
[5] Kahneman, Daniel. 2012. Thinking, Fast and Slow: Daniel Kahneman. 1st edition. London: Penguin.
[6] Friedman, Edwin H., and Peter Steinke. 2017. A Failure of Nerve: Leadership in the Age of the Quick Fix. 10th Anniversary edition. New York: Church Publishing.
[7] Walker, Simon P. 2007. Leading Out of Who You Are: Discovering the Secret of Undefended Leadership: No. 1. Piquant Editions.
[8] Parrish, Shane. 2023. Clear Thinking: Turning Ordinary Moments into Extraordinary Results: London: Cornerstone Press.
[9] Kahneman, 13.
[10] Ibid, 41.
[11] Dweck, 6.
[12] Kahneman, 269-272.
[13] Friedman, 4.
[14] Walker, 120-121.
[15] Dweck, 263.
[16] Parrish, 5-35.
About the Author
Glyn Barrett
I am the founding, Lead Pastor of !Audacious Church in Manchester, England. I was born in Manchester, but moved to Australia at the age of two. My wife and I were married in Australia and began married and ministry life in England 28 years ago. After serving as youth pastors for 12 years, we moved to Manchester to pioneer !Audacious Church. As a church we now have 7 locations. 3 in Manchester, Chester, Cardiff (Wales), Sheffield, and Geneva (Switzerland). In 2019 I became the National Leader of Assemblies of God in Great Britain. We have over 600 churches in our movement and have planted 88 new churches since May 2022 with a goal of planting 400 new churches between May 2022 and May 2028. I am the European Lead for MM33, which is the church planting ministry for Assemblies of God Global and also chair Empowered21 Europe. I'm happily married to Sophia, with two children, one dog and two motorbikes. I love Golf, coffee and spending time with friends. I love to laugh, make friends and create memories!13 responses to “Stand alone or stand together”
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Glyn,
Love the post and how your compared Dweck to Kahneman, Parrish, Friedman and Walker. It was a pleasant book to read after a couple, at least for me, harder books including Clark’s dissertation. From a church perspective how could you see Mindset being incorporated in the sermons and into the training of church leaders without it being too “psychospiritual”?
Hi Jeff, thanks for the question and so many answers come to mind let me condense into four.
Use Scriptural Parallels
Relate the “growth mindset” to biblical teachings on renewal and transformation, e.g., Romans 12:2.
Compare the “fixed mindset” to stories of resistance, like Pharaoh’s hardened heart, emphasising the dangers of spiritual rigidity.
Focus on Spiritual Application
Apply the growth mindset to spiritual disciplines, such as prayer, forgiveness, and serving.
Testimonies & Personal Stories
Incorporate testimonies from congregation members about spiritual growth and challenges.
Use Language of Faith, Not Psychology
Use spiritual terms instead of psychological jargon, e.g., “teachable heart” instead of “growth mindset.”
Emphasise that transformation comes through God’s grace, framing a growth mindset as aligning with God’s will.
Hi Glyn, I really like how your response to Jeff brought a new dimension of this book to me. Thanks for that. As you look at, either, your work or NPO, do you see a way that a fixed or growth mindset might impact one or both of them.
Hi Diane. Thanks so much. My NPO sits in between Situational and Adaptive Leadership theories and focuses on the need for flexibility of Leadership styles in the church. The clear and certain obstacle to leadership flexibility is a fixed mindset. The growth mindset causes a leader to recognise their need to appropriately change leadership styles in different seasons of the church. I read about the growth mindset in with great joy. I’ll be quoting it in the future, without a doubt.
Hi Glyn, great syntopical post!
I’d love to hear more about any implications that Mindset has on you personally and on your church / church network.
Thanks, Christy. The church should undoubtedly be one of the most supportive places for nurturing people’s mental health. Romans 12 talks about being transformed by the renewing of the mind, and I believe that’s what we aim to do every Sunday through our preaching. While the term “growth mindset” is new, the concept itself is timeless. I’m confident I’ll be incorporating the ideas of fixed and growth mindsets in future sermons and one-on-one counselling sessions.
Hey Glyn, Thanks for this concise review of the book. Could you speak to your tacit knowledge about growth in mindset, working this out in your own leadership?
Thanks Joel. My leadership approach has been deeply shaped by a commitment to growth, not just individually but across the entire church. In !Audacious Church, we conduct quarterly reviews of all our programs and ministries to ensure we are continuously evolving and improving. These reviews are guided by four simple questions designed to elicit a growth mindset:
1. What’s working? This question encourages us to celebrate successes and understand the factors behind our effectiveness, reinforcing the idea that growth can come from building on our strengths.
2. What’s not? Here, we are invited to be honest about our challenges. We view obstacles as opportunities to learn rather than failures, which cultivates resilience and adaptability.
3. What should we stop? This is where we examine activities that no longer serve our mission or values, embracing the courage to let go of what isn’t effective. It challenges us to make strategic decisions based on growth rather than comfort or habit.
4. What needs reviewing? Finally, this question encourages a mindset of continuous evaluation and openness to change, ensuring that we remain responsive to new insights or shifts in our context.
By regularly engaging with these questions, our leadership teams stay agile and focused on learning, embodying the growth mindset that is essential for impactful, adaptive ministry work.
What a great constructive example. I especially love the permission given to your team to name their challenges.
Hey Glyn, You are someone that seems to naturally have a growth mindset. What are strategies that have helped you deal with people with fixed mindsets? There are days I just want to write off certain people and not even give them a chance! I’d love to hear any advice you may have.
Thank you so much, Kari, for your kind words. One strategy I’ve often used with people who have a fixed mindset is to help them envision new horizons and explore different possibilities. I believe that’s the role of a preacher—to act as a cartographer, mapping out new worlds yet to be discovered by each individual. These new horizons open up opportunities and often inspire people to move beyond a fixed mindset.
Hi Glyn, you are well-trained to have a growth mindset. I’m countering Kari’s remark that it is natural because the book tells us it is not an innate ability but rather one that is learned and honed. That said, how can the principles of a growth mindset be integrated into the programs at Audacious Church, especially when they require emotional maturity or self-differentiation?
Thanks for raising this important point. While having a growth mindset may not come naturally, it is certainly developed and integrated intentionally within the programs at !Audacious Church. To do this, we create environments that encourage self-reflection and ongoing learning. For example, we design small group discussions focused on understanding and applying growth mindset principles, especially in areas that demand emotional maturity and self-differentiation.
Additionally, we can always approach spiritual growth as a journey of discovery, where members are invited to explore new horizons of faith and personal development. By using sermon series or counselling sessions to emphasise the value of learning from challenges, we help individuals reframe difficulties as opportunities for growth. These strategies not only promote a growth mindset but also encourage members to mature emotionally and become more self-differentiated, aligning well with the transformative message of the Gospel.