Hacker and Roberts open with what for me is a very prescient idea, the idea of victim-blaming in an organization, and indeed in most Western modern societies, rather than looking for solutions and rising to challenges that can teach one to be stronger. Their John Stewart Mill quote speaks to current events in government that always seem to be current no matter the year, the decade, or the century, “A state which dwarfs its men, in order that they may be more docile instruments in its hands even for beneficial purposes–will find that with small men no great thing can really be accomplished.” What have we wrought when each of our mind-sets chain us to ideas of a past and a present that we cannot, nay refuse to (r)evolvolve from? Mind sets are formulated from life experiences, yes, as Hacker and Roberts indicate, but those same life experiences can force an individual to realize that change is necessary when it prohibits growth.
Yes, some mind-sets cannot be changed because people refuse to change but others are ready to change, forcing it, fearing it but welcoming it, or seeking it. Transformational leadership can and will exploit people in within their evolutionary stage to benefit the organization and the individuals involved, understand where each individual is, and what is best for that individual. Hacker and Roberts indicate the above and four additional mind-sets that inhibit growth, individuals concerned with self-image, the self-absorbed, and the detached and emphasize what is needed to jump start each individual’s evolutionary growth. The process reminds me of the positive affirmations that I do each morning before meditation to start my day.