Manual of Directions for Giving and Scoring the Dearborn Group Tests of Intelligence ...

Then Dweck asked the children to write a letter to students at another school, describing their experience in the study. She discovered something remarkable: 40 percent of those students who were praised for their intelligence lied about how they had scored on the test, adjusting their grade upward. They werenБЂ™t naturally deceptive people, and they werenБЂ™t any less intelligent or self-confident than anyone else. They simply did what people do when they are immersed in an environment that celebrates them solely for their innate БЂњtalent.БЂ«They begin to define themselves by that description, and when times get tough and that self-image is threatened, they have difficulty with the consequences. They will not take the remedial course. They will not stand up to investors and the public and admit that they were wrong. TheyБЂ™d sooner lie. 4. The broader failing of McKinsey and its acolytes at Enron is their assumption that an organizationБЂ™s intelligence is simply a function of the intelligence of its employees ...»