Carol Dweck, Management Development and Stereotyping

Carol Dweck, Management Development and Stereotyping

In a recent email exchange, I forwarded two coaching cases involving what I labeled as stereotyping to Carol Dweck.  As many of you know, Prof Dweck of Stanford has found that a mindset that emphasizes fixed traits does not lend itself to personal growth and development.   Her research shows that if you believe your talents, abilities and attributes are set in stone, you have set yourself up for stagnation and limited achievement.

 

Here’s the coaching situation.  In one of the cases an architect described his client as a “control freak” and impossible to work with.  The other case was that of a fast-track employee who was described by his boss as “seriously impatient.”  

 

Carol wanted to know how I handled the coaching, and at what point did I educate my clients about fixed versus growth mindsets.  So let’s walk through how I helped my clients move from innate mindset language to growth mindset.

 

First, recognize that both impatience and control freak are negative stereotypes or innate attributes.  To give those labels to someone is to say that those characteristics are NOT going to change.  Stereotypes are abstract terms that, in Dweck’s language, are usually reserved for traits used to label groups and the individuals who belong to those groups—but every time we attribute a fixed trait (say, impatient or control freak) we are putting that person into a preformed category.  These categories limit effort and growth.  How do you make a person less impatient or less of a control freak? 

 

Second, when coaching, I immediately circumvent the stereotype.  Typically, I say that I can’t “deal with that stereotype.  Let’s reframe the issue.”  Then I ask my client to "identify and describe the specific behaviors that created the stereotype.” 

 

Third, identify the growth opportunities, which surface after the identification of the behaviors.  So when I asked the fast-tracker what he says or does that causes his boss to describe him as impatient, he told me that he got annoyed when the caller interrupted him and as a result he interrupted the caller, creating a frustrating situation for both of them.  Rather than trying to remedy his impatience (an abstract notion),  I merely asked what suggestions he had to remedy the situation.  He came up with three options which he put into practice over the next few days—and resolved the situation.  Had he approached the issue from the perspective of there being an inherent, negative trait, I guarantee you we'd still be trying to resolve the problem.

 

I followed the same tack with the architect.  “What does your client say or do that causes you to call him a control freak.” 

 

He listed a couple behaviors.  “My client calls me several times a day wanting to know about every conversation that I have with the contractor.  He drives me nuts.  Obviously, he doesn’t trust me to work with the contractor.”   I suggested that he create a mutually agreed upon social contract to resolve the issue.   For example:  “I have a suggestion about when I can contact you for updating.  It will include contractor changes and time investments.  I could check in with you twice a week, say Tuesday and Friday at about 9AM, and that way it would be simple to stay-up-to-date and save us both a lot of time.  What do you think?”  That way the architect took control of the conversation, put an end to the phone calls and was better able to manage his own workload.  As of this date, I haven’t had a chance to find out whether that arrangement will resolve all the issues, but in a brief conversation he was far more upbeat about his client relationship. 

 

Fourth, after some initial success, I debrief the situation, discussing innate attributes and growth attributes, and fixed versus innate mindsets.  To reiterate my point, if the architect sees the client is fundamentally a control freak or impatient, it assumes no change.  However, if a person can reframe those fixed attributes as specific behaviors then growth is quite possible. 

 

To summarize (and emphasize), the rule for growth is:  Always move from stereotypes to the behaviors that create the stereotypes.  Then go to work making changes with the behaviors, ignoring the stereotype.  Then explain the fixed and growth mindsets.  Doing so develops your individual and career growth, as well as your professional relationships.