Cultures Of Growth

Why Enlightenment culture sparked the Industrial Revolution During the late eighteenth century, innovations in Europe triggered the Industrial Revolution and the sustained economic progress that spread across the globe. While much has been made of the details of the Industrial Revolution, what remains a mystery is why it took place at all. Why did this revolution begin in the West and not elsewhere, and why did it continue, leading to today's unprecedented prosperity? In this groundbreaking book, celebrated economic historian Joel Mokyr argues that a culture of growth specific to early modern Europe and the European Enlightenment laid the foundations for the scientific advances and pioneering inventions that would instigate explosive technological and economic development. Bringing together economics, the history of science and technology, and models of cultural evolution, Mokyr demonstrates that culture--the beliefs, values, and preferences in society that are capable of changing behavior--was a deciding factor in societal transformations. Mokyr looks at the period 1500-1700 to show that a politically fragmented Europe fostered a competitive "market for ideas" and a willingness to investigate the secrets of nature. At the same time, a transnational community of brilliant thinkers known as the "Republic of Letters" freely circulated and distributed ideas and writings. This political fragmentation and the supportive intellectual environment explain how the Industrial Revolution happened in Europe but not China, despite similar levels of technology and intellectual activity. In Europe, heterodox and creative thinkers could find sanctuary in other countries and spread their thinking across borders. In contrast, China's version of the Enlightenment remained controlled by the ruling elite. Combining ideas from economics and cultural evolution, A Culture of Growth provides startling reasons for why the foundations of our modern economy were laid in the mere two centuries between Columbus and Newton.

‘Required reading for anyone who has wondered how to create a culture that supports innovation, risk-taking, integrity and inclusion. I simply loved this book!’ ANGELA DUCKWORTH, bestselling author of Grit In her multi-million-copy bestseller Mindset Carol Dweck coined the terms ‘fixed’ and ‘growth’ mindset, transforming our view of individual success. In a fixed mindset, talent and intelligence are viewed as predetermined traits, while in a growth mindset, talent and intelligence can be nurtured, In Cultures of Growth, award-winning social psychologist Mary C. Murphy argues that mindset transcends individuals. Drawing on compelling examples from her work with Fortune 500 companies, startups and schools, she shows how we can all create a growth mindset culture. Murphy’s original decade-long research reveals that organisations and teams more geared toward growth inspire deeper learning, spark collaboration, spur innovation, and build trust necessary for risk-taking and inclusion. They are also less likely to cheat, cut corners, or steal each other’s ideas. And they’re more likely to achieve top results. In these cultures, great ideas come from people from all backgrounds and at all levels - not just those anointed as brilliant or talented. In a world where success seems reserved for a chosen few, Cultures of Growth unveils a radically different approach to creating organisations that inspire learning, growth, and success at all levels.

Award-winning social psychologist Mary Murphy offers a groundbreaking reconsideration of individual and team success—showing how to create and sustain a growth mindset in any organization’s culture. Carol Dweck’s multi-million-copy bestseller Mindset transformed our view of individual potential, coining the terms “fixed” and “growth” mindset: in a “fixed” mindset, talent and intelligence are viewed as predetermined traits, while in a “growth” mindset, talent and intelligence can be nurtured. In Cultures of Growth, Dweck’s protégé, Mary Murphy, a social psychologist at both Stanford and Indiana University, shows that mindset transcends individuals. A growth mindset culture can transform any group, team, or classroom to reach breakthroughs while also helping each person achieve their potential. Murphy’s original decade-long research reveals that organizations and teams more geared toward growth inspire deeper learning, spark collaboration, spur innovation, and build trust necessary for risk-taking and inclusion. They are also less likely to cheat, cut corners, or steal each other’s ideas. And they’re more likely to achieve top results. In these cultures, great ideas come from people from all backgrounds and at all levels—not just those anointed as brilliant or talented. Discover how a culture of growth helped make outdoor retailer Patagonia a leader in its field; how Satya Nadella transformed Microsoft; how winemakers Robin McBride and Andréa McBride John are leading with a mindset to disrupt and diversify the entire wine industry; and how a New York school superintendent reversed massive inequities for children of color by reshaping the district’s mindset culture. Drawing on compelling examples from her work with Fortune 500 companies, startups, and schools, Murphy demonstrates that an organization’s mindset culture is the key to success for individuals, teams, and the entire organization, teaching you how to create and sustain a culture of growth no matter your role. Create environments where people want to be, where everyone can thrive and achieve their potential, both individually and together. In a world where success seems reserved for a chosen few, Cultures of Growth unveils a radically different approach to creating organizations that inspire learning, growth, and success at all levels.

What does Western science know about the relationship between individual well-being and cultural trends? What can learn from other cultural traditions? What do the recent advancements in positive psychology teach us on this issue, particularly the eudaimonic framework, which emphasizes the connections between personal well-being and social welfare? People grow and live in cultures that deeply influence their values, aspirations and behaviors. However, individuals in their turn play an active role in building their own goals, growth trajectories and social roles, at the same time influencing culture trends. This process, defined psychological selection, is related to the individual pursuit of well-being People preferentially select and cultivate in their lives activities, interests, and relationships associated with optimal experience, a state of deep engagement, concentration, and enjoyment. Several cross-cultural studies confirmed the positive and rewarding features of optimal experience. Based on these evidences, this book offers a new perspective in the study of human behavior. Highlighting the interplay between individual and cultural growth trajectories, it conveys a core message: educating people to enjoy engagement and involvement in activities that can be relevant and meaningful for social welfare is a premise to foster the harmonious development of human communities, and the peaceful cohabitation of cultures.

Going far beyond previous empirical work, John Kotter and James Heskett provide the first comprehensive critical analysis of how the "culture" of a corporation powerfully influences its economic performance, for better or for worse. Through painstaking research at such firms as Hewlett-Packard, Xerox, ICI, Nissan, and First Chicago, as well as a quantitative study of the relationship between culture and performance in more than 200 companies, the authors describe how shared values and unwritten rules can profoundly enhance economic success or, conversely, lead to failure to adapt to changing markets and environments. With penetrating insight, Kotter and Heskett trace the roots of both healthy and unhealthy cultures, demonstrating how easily the latter emerge, especially in firms which have experienced much past success. Challenging the widely held belief that "strong" corporate cultures create excellent business performance, Kotter and Heskett show that while many shared values and institutionalized practices can promote good performances in some instances, those cultures can also be characterized by arrogance, inward focus, and bureaucracy -- features that undermine an organization's ability to adapt to change. They also show that even "contextually or strategically appropriate" cultures -- ones that fit a firm's strategy and business context -- will not promote excellent performance over long periods of time unless they facilitate the adoption of strategies and practices that continuously respond to changing markets and new competitive environments. Fundamental to the process of reversing unhealthy cultures and making them more adaptive, the authors assert, is effective leadership. At the heart of this groundbreaking book, Kotter and Heskett describe how executives in ten corporations established new visions, aligned and motivated their managers to provide leadership to serve their customers, employees, and stockholders, and thus created more externally focused and responsive cultures.

This 1986 book, derived from the meeting held by the International Association of Plant Cell and Tissue Culture in Sheffield in July 1985, describes the state of research in the area of secondary metabolism in plant cell and tissue culture. Such cultures are a major tool in horticulture and agriculture, and in the chemical industry.

In The Growth of Minds and Cultures Vanderburg shows how the culture of a society underlies its science, technology, economy, social structure, political institutions, morality, religion, and art.