My guess is that it has to do with the vision of the change. Do you really think you can achieve it? Is it you – will you feel comfortable in that skin? Dr. Carol Dweck, in her book “Mindset, the Psychology of Success,” proposes that some people have a growth mindset, while others are of a fixed mindset. Read these questions, and see whether you agree or disagree. Where it says “X” think of something you want to change – an ability or a personal quality. For example, intelligence, artistic ability, ability to maintain a good weight, ability to really work as a team. Be honest.
1. Your ( X) is something very basic about you that you can’t change very much.2. No matter how much (X) you have, you can always change it quite a bit.
3. You can learn new things, but you can’t really change (X) about yourself.
4. You can always substantially change how much (x) you are.
If you answered "yes" to Question 1 and 3, this points to a fixed mindsets, and 2 and 4 are growth mindsets. If you are like me, there were some abilities where I felt perfectly capable of growth, and others that I really wanted to be of a growth mindset – but had to honestly admit that I had set up barriers and couldn’t honestly envision myself with the new qualities. So if we can’t even envision ourselves as really changing as a result of the new resolutions we implement, then our fixed mindset will chase us right back into the corner.This is very significant when trying to make changes in companies. Perhaps the first goal is to help everyone gain a growth mindset on that particular issue. Group work and innovative design thinking can help unlock potential ideas and might help gain individual and group buy-in. Small accomplishments can develop trust and belief that can be built upon. Permanent “sticky” change can’t really be top-down, it has to “grow.” We know these things, and yet we continue to manage with inspirational campaigns, or cheerleadership.
Above all, the mindset will become a growth mindset if we care enough about the target goal. This is the real motivation for change. So envision the seemingly impossible, and then tie it back to each person. What’s in it for them, why should they care? If a clear link can be determined between the personal goals and the common vision, then the change will grow from within. It will not need rules, games, motivational gimmicks. It will just need nurturing, acknowledgement, and celebration. Let the change begin!