The mindset or paradigm out of which the system — its goals, power structure, rules, its culture — arises

They think that the secret to trading lies in the strategy, when in truth, it lies in their mental and emotional resilience.

So when they lose a few trades, amateur traders immediately assume the worst: that their strategy doesn't work. Then they bail on it to look for another strategy that doesn't hurt.But guess what? No such strategy exists. All trading strategies will hurt at one time or another.

Part of the activation energy required to start any task comes from the picture you get in your head when you imagine doing it. It may not be that going for a run is actually costly; but if it feels costly, if the picture in your head looks like a slog, then you will need a bigger expenditure of will to lace up. Slowness seems to make a special contribution to this picture in our heads. Time is especially valuable. So as we learn that a task is slow, an especial cost accrues to it. Whenever we think of doing the task again, we see how expensive it is, and bail. That’s why speed matters.

A typical ridiculous, unquestioned business adage is "If you can't measure it, you can't manage it." That's BS on the face of it, because the vast majority of important things we manage at work aren't measurable, from the quality of our new hires to the confidence we instill in a fledgling manager.

Hundreds of years ago, famed mathematician Blaise Pascal said, “People are generally better persuaded by the reasons which they have themselves discovered than by those which have come into the mind of others.” And the latest science is showing he was pretty much on the money. Change happens when people talk themselves into change. You trying to do it is often counterproductive.

Organizations don’t change—people do Many companies move quickly from setting their performance objectives to implementing a suite of change initiatives. Be it a new growth strategy or business-unit structure, the integration of a recent acquisition or the rollout of a new operational-improvement effort, such organizations focus on altering systems and structures and on creating new policies and processes. To achieve collective change over time, actions like these are necessary but seldom sufficient. A new strategy will fall short of its potential if it fails to address the underlying mind-sets and capabilities of the people who will execute it. McKinsey research and client experience suggest that half of all efforts to transform organizational performance fail either because senior managers don’t act as role models for change or because people in the organization defend the status quo.2 2. For more on McKinsey’s organizational-health index and findings on organizational change, see Scott Keller and Colin Price, “Organizational health: The ultimate competitive advantage,” McKinsey Quarterly, June 2011. In other words, despite the stated change goals, people on the ground tend to behave as they did before. Equally, the same McKinsey research indicates that if companies can identify and address pervasive mind-sets at the outset, they are four times more likely to succeed in organizational-change efforts than are companies that overlook this stage.

The list is compiled each year by the Marist Mindset team of Professor Tommy Zurhellen, Associate Professor of English; Dr. Vanessa Lynn, Assistant Professor of Criminal Justice; and Dr. Joyce Yu-Jean Lee, Assistant Professor of Art and Digital Media.

Dweck shows convincingly thatthe most reliable predictor for long-term success is having a “growthmindset.” To actively seek and welcome feedback, be it positive ornegative, is one of the most important factors for success (andhappiness) in the long run. Conversely, nothing is a bigger hindranceto personal growth than having a “fixed mindset.” Those who fearand avoid feedback because it might damage their cherishedpositive self-image might feel better in the short term, but will quicklyfall behind in actual performance (Dweck 2006; 2013).

What is End User Computing (EUC)? Thanks to the progressive introduction of DevOps, attention to the role of the end user in software development and testing has increased significantly. It is now important to think like an end user when we develop and test software. After all, that's what we're all doing it for.

In her book Meaning in Life and Why it Matters (2010), the US philosopher Susan Wolf has argued, against Taylor, that even if Sisyphus is feeling fulfilled, owing to the nature of the activity in which he is engaged, his feeling fulfilled is not reasonable. She argues that the object of an agent’s feeling of fulfilment is represented in the mind of the agent as being something that is objectively good. In the case of Sisyphus, even if he is fulfilled, he misrepresents the source of his fulfilment as good. So Wolf argues that the meaningfulness of an activity or goal is a function not only of one’s being fulfilled in engaging in it/pursuing it, but the feeling of fulfilment also needs to be a fitting response to the activity or goal. And it is only a fitting response if the activity or goal is objectively pursuit-worthy. What would render an activity or goal objectively pursuit-worthy? Objective pursuit-worthiness is in part owing to the value of the end or activity coming from outside of oneself. Wolf admits that determining objective pursuit-worthiness is not easy, and involves a process of discovery. A possibility not explicitly endorsed by Wolf (but not rejected by her, either) is that an activity or goal is objectively pursuit-worthy if engaging in that activity is conducive to the cultivation of virtues. My suggestion is that, so long as an activity is generally conducive to developing character traits and intellectual traits that will enhance and not impede the flourishing of both an agent and those with whom they interact, it is objectively pursuit-worthy.

The most common impression is that a developer is someone who is a genius and is able to process massive algorithms in their head in a computer-like way to produce code. This is a misguided idea. Developers are just regular people who have invested their time to learn a programming language and to understand the tools, techniques, nuances, and quirks of the technology they are using to produce results. Any professional job, be it a bricklayer, plumber, or indeed a developer, requires you to learn the tools of the trade to build what people need. A developer, by my definition, is simply someone who creates something out of nothing. A property developer takes a piece of land and produces homes for people to live in. A web developer produces apps or websites from nothing.

Learning & Development Best Practices from the Top Silicon Valley Companies

There’s also a short summary available.)

We refer to a way of life

The major situations for growth mindset are: When we do not know an answer When we make error When we experience failure When we are anxious.

It's far better, Dweck says, to encourage a growth mindset, in which children believe that brains and talent are merely a starting point, and that abilities can be developed through hard work and continued intellectual risk-taking.

If we don’t force kids to come to school in order to change their ‘mindsets’, why ARE they here? 

Darren Rees Meddylfryd Tŵf

The most common bit of concrete advice offered by Dweck and others enamored of the growth mindset is to praise kids for their effort (“You tried really hard”) rather than for their ability (“You’re really smart”) in order to get them to persevere. (Google the words “praise” and “effort” together: more than 70 million hits.)

The above are the motives that make men do wrong to others; we are next to consider the states of mind in which they do it, and the persons to whom they do it.