School became about standardized tests, and many teachers, feeling that their jobs or their raises were on the line, taught to the test the entire year. How warning could that be for teachers or for students? And we did research to show that a lot of students think that those tests measure how smart they are and how smart they’ll be when they grow up. So they’re nervous about them, and the whole year is spent on them. When, in fact, if you just taught kids, and in a way that made them love learning, to love challenges, know how to stick to them, feel the thrill of improvement, then the test score would come as a byproduct of that. Finland, the country that does so well on all these international tests, they don’t teach to the test. They teach.
The teachers love teaching, the kids love learning, and they do well on the test. Let’s get back to that here.
JAMES MOREHEAD: So going into the corporate environment, can you actually think of an organization as a growth mindset organization or a fixed mindset organization? You do talk about Enron in your book as an example of probably not the positive side. So talk about how you can look at it from an organizational level, and then if you want your culture to be a growth mindset culture, how do you start to tackle that?