Changing cancer mindsets: A randomized controlled feasibility and efficacy trial.

OBJECTIVE: A cancer diagnosis and subsequent treatment can disrupt the full spectrum of physical, social, emotional, and functional quality of life. But existing psychological treatments are focused primarily on specific psychological symptoms as opposed to improving the overall patient experience. We studied the feasibility and efficacy of a novel digital intervention targeting patient mindsets-core assumptions about the nature and meaning of illness-designed to improve overall health-related quality of life (HRQoL) in newly diagnosed cancer patients undergoing treatment with curative intent. METHODS: Recently diagnosed (≤150 days) adult patients with non-metastatic cancers undergoing systemic treatment (N = 361) were recruited from across the United States to participate in this decentralized clinical trial. Patients were randomized 1:1 to receive the Cancer Mindset Intervention (CMI) or Treatment as Usual (TAU). Participants in the CMI group completed seven online modules over 10 weeks (2.5 h total) targeting mindsets about cancer and the body. The primary outcome was overall HRQoL, and secondary outcomes were coping behaviors and symptom distress. RESULTS: Patients in the CMI group reported significant (p < 0.001) improvements in adaptive mindsets about cancer and the body over time. Compared with the TAU condition, the CMI group reported significant improvements in overall HRQoL (B = 0.60; 95% CI 0.34-0.85; p < 0.001), increased engagement in adaptive coping behaviors (B = 0.03; 95% CI 0.02-0.04; p < 0.001), and reduced distress from physical symptoms (B = -0.29; 95% CI -0.44 to -0.14; p < 0.01). Effect sizes of these changes ranged from d = 0.42-d = 0.54. CONCLUSION: A brief mindset-focused digital intervention was effective at improving physical, social, emotional, and functional HRQoL, increasing adaptive coping behaviors, and reducing physical symptom distress in newly diagnosed cancer patients.

Shifting the mindset culture to address global educational disparities.

Educational outcomes remain highly unequal within and across nations. Students' mindsets-their beliefs about whether intellectual abilities can be developed-have been identified as a potential lever for making adolescents' academic outcomes more equitable. Recent research, however, suggests that intervention programs aimed at changing students' mindsets should be supplemented by programs aimed at the changing the mindset culture, which is defined as the shared set of beliefs about learning in a school or classroom. This paper reviews the theoretical and empirical origin of the mindset culture and examines its potential to reduce group-based inequalities in education. In particular, experiments have identified two broad ways the mindset culture is communicated by teachers: via informal messages about growth (e.g., that all students will be helped to learn and succeed), and formal opportunities to improve (e.g., learning-focused grading policies and opportunities to revise and earn credit). New field experiments, applying techniques from behavioral science, have also revealed effective ways to influence teachers' culture-creating behaviors. This paper describes recent breakthroughs in the U.S. educational context and discusses how lessons from these studies might be applied in future, global collaborations with researchers and practitioners.

Efficiently exploring the causal role of contextual moderators in behavioral science.

Behavioral science interventions have the potential to address longstanding policy problems, but their effects are typically heterogeneous across contexts (e.g., teachers, schools, and geographic regions). This contextual heterogeneity is poorly understood, however, which reduces the field's impact and its understanding of mechanisms. Here, we present an efficient way to interrogate heterogeneity and address these gaps in knowledge. This method a) presents scenarios that vividly represent different moderating contexts, b) measures a short-term behavioral outcome (e.g., an academic choice) that is known to relate to typical intervention outcomes (e.g., academic achievement), and c) assesses the causal effect of the moderating context on the link between the psychological variable typically targeted by interventions and this short-term outcome. We illustrated the utility of this approach across four experiments (total n = 3,235) that directly tested contextual moderators of the links between growth mindset, which is the belief that ability can be developed, and students' academic choices. The present results showed that teachers' growth mindset-supportive messages and the structural opportunities they provide moderated the link between students' mindsets and their choices (studies 1 to 3). This pattern was replicated in a nationally representative sample of adolescents and did not vary across demographic subgroups (study 2), nor was this pattern the result of several possible confounds (studies 3 to 4). Discussion centers on how this method of interrogating contextual heterogeneity can be applied to other behavioral science interventions and broaden their impact in other policy domains.

Implicit theories of opportunity: When opportunity fails to knock, keep waiting, or start cultivating?

We live in a time of disappearing professions, pandemic-related upheaval, and growing social inequality. While recognizing that good opportunities are unequally distributed in society (an injustice that requires rectification), can beliefs about the nature and workings of opportunities help people see the door to their goals as more open than closed, and can these beliefs influence the likelihood of goal attainment? Seven studies (N = 1,031) examined people's beliefs about whether or not opportunities can be changed (growth vs. fixed theory of opportunity). In Studies 1a-4, participants responded to scenarios about competent people (or themselves) with challenging, long-term aspirations. When opportunities were available, both theories predicted high expectations for success and a preference for active strategies to pursue the goal, like being persistent. By contrast, when opportunities seemed unavailable, a stronger fixed theory predicted lower expectations for success and a preference for passive strategies, like simply waiting. We also established the implicit theories' causal role and demonstrated processes explaining how a growth theory leads to higher anticipated success. The final two studies examined unemployed people. In Study 5, those with a stronger growth theory chose to engage more in a task about cultivating new opportunities for employment. Study 6 showed that those with a stronger growth theory were more likely to report securing employment 5 months later, even when controlling for motivation-relevant variables, education, and socioeconomic status. They also engaged in more active job-search strategies. These studies offer a novel perspective on when, how, and why people initiate and maintain goal pursuit. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Believing that prejudice can change increases children's interest in interracial interactions.

Children begin interacting less across racial lines around middle childhood, but it remains unclear why. We examine the novel possibility that, at that time, children's prejudice theories-their understanding of prejudice as a fixed or malleable attribute-begin to influence their desire for interracial affiliation. We devise immersive behavioral experiences to evaluate when and how prejudice theories affect interracial affiliation. Study 1 measured prejudice theories among 8-13-year-olds (N = 152; 76 White, 76 racial minority) and observed children in a newly-developed social interaction task. In line with our hypothesis, children older than 10 years with stronger malleable-prejudice theories exhibited more interest and affiliation in a simulated cross- (vs. same-race) interaction, regardless of their preexisting prejudice level. Study 2 randomly assigned children to listen to a fixed- or malleable-prejudice theory story before engaging in a real, first-time interaction with a same- or cross-race partner at a different school via live video-stream (N = 150; 96 White, 54 racial minority). The malleable theory increased children's interest in further interaction with their cross-race partner. These findings highlight the promise of malleable-prejudice theories for sustaining positive interracial relationships during a critical developmental window-when the frequency of cross-race friendships typically declines.

The amygdala and the prefrontal cortex: The co-construction of intelligent decision-making.

A revised view of the amygdala, its relationship with the prefrontal cortex (PFC), and its role in intelligent human decision-making is proposed. Based on recent findings, we present a framework in which the amygdala plays a central role in the value computations that determine which goals are worth pursuing, while the PFC plays a central role in generating and evaluating possible action plans to realize these goals. We suggest that the amygdala and PFC continuously work together during decision-making and goal pursuit as individuals compute and recompute the value and likelihood of different goals while interacting with a dynamic world. Once seen as chiefly involved in simple stimulus-outcome associative learning, the amygdala is shown to play a sophisticated role in human decision-making by contributing to the moment-by-moment integration of multiple costs and benefits to determine optimal choices. We discuss implications of the framework for brain development, emotion regulation, intelligence, and psychopathology. (PsycInfo Database Record (c) 2023 APA, all rights reserved).

Teacher Mindsets Help Explain Where a Growth-Mindset Intervention Does and Doesn't Work.

A growth-mindset intervention teaches the belief that intellectual abilities can be developed. Where does the intervention work best? Prior research examined school-level moderators using data from the National Study of Learning Mindsets (NSLM), which delivered a short growth-mindset intervention during the first year of high school. In the present research, we used data from the NSLM to examine moderation by teachers' mindsets and answer a new question: Can students independently implement their growth mindsets in virtually any classroom culture, or must students' growth mindsets be supported by their teacher's own growth mindsets (i.e., the mindset-plus-supportive-context hypothesis)? The present analysis (9,167 student records matched with 223 math teachers) supported the latter hypothesis. This result stood up to potentially confounding teacher factors and to a conservative Bayesian analysis. Thus, sustaining growth-mindset effects may require contextual supports that allow the proffered beliefs to take root and flourish.

Beliefs, affordances, and adolescent development: Lessons from a decade of growth mindset interventions.

Beliefs play a central role in human development. For instance, a growth mindset-a belief about the malleability of intelligence-can shape how adolescents interpret and respond to academic difficulties and how they subsequently navigate the educational system. But do usually-adaptive beliefs have the same effects for adolescents regardless of the contexts they are in? Answering this question can reveal new insights into classic developmental questions about continuity and change. Here we present the Mindset×Context framework and we apply this model to the instructive case of growth mindset interventions. We show that teaching students a growth mindset is most effective in educational contexts that provide affordances for a growth mindset; that is, contexts that permit and encourage students to view ability as developable and to act on that belief. This evidence contradicts the "beliefs alone" hypothesis, which holds that teaching adolescents a growth mindset is enough and that students can profit from these beliefs in almost any context, even unsupportive ones. The Mindset×Context framework leads to the realization that in order to produce more widespread and lasting change, we must complement the belief-changing interventions that have been aimed at students with new interventions that guide teachers toward classroom policies and practices that allow students' growth mindset beliefs to take root and yield benefits.

Gender Categories as Dual-Character Concepts?

Seminal work by Knobe, Prasada, and Newman (2013) distinguished a set of concepts, which they named "dual-character concepts." Unlike traditional concepts, they require two distinct criteria for determining category membership. For example, the prototypical dual-character concept "artist" has both a concrete dimension of artistic skills, and an abstract dimension of aesthetic sensibility and values. Therefore, someone can be a good artist on the concrete dimension but not truly an artist on the abstract dimension. Does this analysis capture people's understanding of cornerstone social categories, such as gender, around which society and everyday life have traditionally been organized? Gender, too, may be conceived as having not only a concrete dimension but also a distinct dimension of abstract norms and values. As with dual-character concepts, violations of abstract norms and values may result in someone being judged as not truly a man/woman. Here, we provide the first empirical assessment of applying the dual-character framework to people's conception of gender. We found that, on some measures that primarily relied on metalinguistic cues, gender concepts did indeed resemble dual-character concepts. However, on other measures that depicted transgressions of traditional gender norms, neither "man" nor "woman" appeared dual-character-like, in that participants did not disqualify people from being truly a man or truly a woman. In a series of follow-up studies, we examined whether moral norms have come to replace gender role norms for the abstract dimension. Implications for the evolution of concepts and categories are explored.

How can we inspire nations of learners? An investigation of growth mindset and challenge-seeking in two countries.

Here we evaluate the potential for growth mindset interventions (that teach students that intellectual abilities can be developed) to inspire adolescents to be "learners"-that is, to seek out challenging learning experiences. In a previous analysis, the U.S. National Study of Learning Mindsets (NSLM) showed that a growth mindset could improve the grades of lower-achieving adolescents, and, in an exploratory analysis, increase enrollment in advanced math courses across achievement levels. Yet, the importance of being a "learner" in today's global economy requires clarification and replication of potential challenge-seeking effects, as well as an investigation of the school affordances that make intervention effects on challenge-seeking possible. To this end, the present article presents new analyses of the U.S. NSLM (N = 14,472) to (a) validate a standardized, behavioral measure of challenge-seeking (the "make-a-math worksheet" task), and (b) show that the growth mindset treatment increased challenge-seeking on this task. Second, a new experiment conducted with nearly all schools in 2 counties in Norway, the U-say experiment (N = 6,541), replicated the effects of the growth mindset intervention on the behavioral challenge-seeking task and on increased advanced math course-enrollment rates. Treated students took (and subsequently passed) advanced math at a higher rate. Critically, the U-say experiment provided the first direct evidence that a structural factor-school policies governing when and how students opt in to advanced math-can afford students the possibility of profiting from a growth mindset intervention or not. These results highlight the importance of motivational research that goes beyond grades or performance alone and focuses on challenge-seeking. The findings also call attention to the affordances of school contexts that interact with student motivation to promote better achievement and economic trajectories. (PsycInfo Database Record (c) 2021 APA, all rights reserved).

What can be learned from growth mindset controversies?

The growth mindset is the belief that intellectual ability can be developed. This article seeks to answer recent questions about growth mindset, such as: Does a growth mindset predict student outcomes? Do growth mindset interventions work, and work reliably? Are the effect sizes meaningful enough to merit attention? And can teachers successfully instill a growth mindset in students? After exploring the important lessons learned from these questions, the article concludes that large-scale studies, including preregistered replications and studies conducted by third parties (such as international governmental agencies), justify confidence in growth mindset research. Mindset effects, however, are meaningfully heterogeneous across individuals and contexts. The article describes three recent advances that have helped the field to learn from this heterogeneity: standardized measures and interventions, studies designed specifically to identify where growth mindset interventions do not work (and why), and a conceptual framework for anticipating and interpreting moderation effects. The next generation of mindset research can build on these advances, for example by beginning to understand and perhaps change classroom contexts in ways that can make interventions more effective. Throughout, the authors reflect on lessons that can enrich metascientific perspectives on replication and generalization. (PsycInfo Database Record (c) 2020 APA, all rights reserved).

A strategic mindset: An orientation toward strategic behavior during goal pursuit.

Many attractive jobs in today's world require people to take on new challenges and figure out how to master them. As with any challenging goal, this involves systematic strategy use. Here we ask: Why are some people more likely to take a strategic stance toward their goals, and can this tendency be cultivated? To address these questions, we introduce the idea of a domain-general "strategic mindset." This mindset involves asking oneself strategy-eliciting questions, such as "What can I do to help myself?", "How else can I do this?", or "Is there a way to do this even better?", in the face of challenges or insufficient progress. In three studies (n = 864), people who scored higher on (or were primed with) a strategic mindset reported using more metacognitive strategies; in turn, they obtained higher college grade point averages (GPAs) (Study 1); reported greater progress toward their professional, educational, health, and fitness goals (Study 2); and responded to a challenging timed laboratory task by practicing it more and performing it faster (Study 3). We differentiated a strategic mindset from general self-efficacy, self-control, grit, and growth mindsets and showed that it explained unique variance in people's use of metacognitive strategies. These findings suggest that being strategic entails more than just having specific metacognitive skills-it appears to also entail an orientation toward seeking and employing them.

Preschoolers find ways to resist temptation after learning that willpower can be energizing.

Children's tendency to delay gratification predicts important life outcomes, yet little is known about how to enhance delay of gratification other than by teaching task-specific strategies. The present research investigated the effect of exposing children to a model who experiences the exertion of willpower as energizing. In two experiments, 86 4- to 5-year olds were read a story that represented the exertion of willpower as energizing or a control story before taking part in a delay of gratification task. Children exposed to a storybook character who struggled with waiting, but eventually found it energizing, spontaneously generated more delay strategies, which enhanced delay. By promoting the search for effective strategies, this approach provides a promising direction for efforts to foster self-regulation early in development.

Cultures of Genius at Work: Organizational Mindsets Predict Cultural Norms, Trust, and Commitment.

Three studies examine how organizational mindset-whether a company is perceived to view talent as fixed or malleable-functions as a core belief that predicts organizational culture and employees' trust and commitment. In Study 1, Fortune 500 company mission statements were coded for mindset language and paired with Glassdoor culture data. Workers perceived a more negative culture at fixed (vs. growth) mindset companies. Study 2 experimentally manipulated organizational mindset and found that people evaluated fixed (vs. growth) mindset companies as having more negative culture norms and forecasted that employees would experience less trust and commitment. Study 3 confirmed these findings from more than 500 employees of seven Fortune 1000 companies. Employees who perceived their organization to endorse a fixed (vs. growth) mindset reported that their company's culture was characterized by less collaboration, innovation, and integrity, and they reported less organizational trust and commitment. These findings suggest that organizational mindset shapes organizational culture.

A national experiment reveals where a growth mindset improves achievement.

A global priority for the behavioural sciences is to develop cost-effective, scalable interventions that could improve the academic outcomes of adolescents at a population level, but no such interventions have so far been evaluated in a population-generalizable sample. Here we show that a short (less than one hour), online growth mindset intervention-which teaches that intellectual abilities can be developed-improved grades among lower-achieving students and increased overall enrolment to advanced mathematics courses in a nationally representative sample of students in secondary education in the United States. Notably, the study identified school contexts that sustained the effects of the growth mindset intervention: the intervention changed grades when peer norms aligned with the messages of the intervention. Confidence in the conclusions of this study comes from independent data collection and processing, pre-registration of analyses, and corroboration of results by a blinded Bayesian analysis.

Mindsets: A View From Two Eras.

A growth mindset is the belief that human capacities are not fixed but can be developed over time, and mindset research examines the power of such beliefs to influence human behavior. This article offers two personal perspectives on mindset research across two eras. Given recent changes in the field, the authors represent different generations of researchers, each focusing on different issues and challenges, but both committed to "era-bridging" research. The first author traces mindset research from its systematic examination of how mindsets affect challenge seeking and resilience, through the ways in which mindsets influence the formation of judgments and stereotypes. The second author then describes how mindset research entered the era of field experiments and replication science, and how researchers worked to create reliable interventions to address underachievement-including a national experiment in the United States. The authors conclude that there is much more to learn but that the studies to date illustrate how an era-bridging program of research can continue to be generative and relevant to new generations of scholars.

Implicit Theories of Interest: Finding Your Passion or Developing It?

People are often told to find their passion, as though passions and interests are preformed and must simply be discovered. This idea, however, has hidden motivational implications. Five studies examined implicit theories of interest-the idea that personal interests are relatively fixed (fixed theory) or developed (growth theory). Whether assessed or experimentally induced, a fixed theory was more likely to dampen interest in areas outside people's existing interests (Studies 1-3). Individuals endorsing a fixed theory were also more likely to anticipate boundless motivation when passions were found, not anticipating possible difficulties (Study 4). Moreover, when it became difficult to engage in a new interest, interest flagged significantly more for people induced to hold a fixed rather than a growth theory of interest (Study 5). Urging people to find their passion may lead them to put all their eggs in one basket but then to drop that basket when it becomes difficult to carry.

What happens after prejudice is confronted in the workplace? How mindsets affect minorities' and women's outlook on future social relations.

Organizations are increasingly concerned with fostering successful diversity. Toward this end, diversity research has focused on trying to reduce prejudice and biased behavior. But what happens when prejudice in the workplace inevitably occurs? Research also needs to focus on whether recovery and repair of social relations after expressions of prejudice are possible. To begin investigating this question, we develop a new framework for understanding reactions to prejudice in the workplace. We hypothesized that when women and minorities choose to confront a prejudiced comment in a workplace interaction (vs. remain silent) and hold a growth (vs. fixed) mindset-the belief that others can change-they remain more positive in their subsequent outlook in the workplace. Studies 1a, 1b, and 2 used hypothetical workplace scenarios to expose participants to someone who expressed bias; Study 3 ensured real-world relevance by eliciting retrospective accounts of workplace bias from African American employees. Across studies, women and minorities who confronted the perpetrator of prejudice exhibited more positive subsequent expectations of that coworker when they held a growth mindset. It is important that these more positive expectations were associated with reports of greater workplace belonging (Study 2), ratings of improved relations with coworkers who had displayed bias (Study 3), and greater workplace satisfaction (Studies 2-3). Thus, a growth mindset contributes to successful workplace diversity by protecting women's and minorities' outlook when they opt to confront expressions of bias. (PsycINFO Database Record

Testing the impact and durability of a group malleability intervention in the context of the Israeli-Palestinian conflict.

Fostering perceptions of group malleability (teaching people that groups are capable of change and improvement) has been shown to lead to short-term improvements in intergroup attitudes and willingness to make concessions in intractable conflicts. The present study, a field intervention involving 508 Israelis from three locations in Israel, replicated and substantially extended those findings by testing the durability of a group malleability intervention during a 6-month period of frequent violence. Three different 5-hour-long interventions were administered as leadership workshops. The group malleability intervention was compared with a neutral coping intervention and, importantly, with a state-of-the-art perspective-taking intervention. The group malleability intervention proved superior to the coping intervention in improving attitudes, hope, and willingness to make concessions, and maintained this advantage during a 6-month period of intense intergroup conflict. Moreover, it was as good as, and in some respects superior to, the perspective-taking intervention. These findings provide a naturalistic examination of the potential of group malleability interventions to increase openness to conflict resolution.