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’(In a study) those who believed they were free to adapt and improve remained remarkably resilient in their managerial efficacy. They held the organization to high aspirations. Their analytical thinking was highly systematic. And they maintained high levels of organizational productivity.’ By contrast, the students who believed their inherent skills were being put to the test were easily rattled. Their decision-making became erratic as soon as they encountered difficulties, and they gave up on high aspirations for their organizations. “The message here is the importance of people’s beliefs in their efficacy to sustain them under complex performance demands. Revealing, too, was the seeming fragility of managerial confidence: Just as it can be learned, it can be easily lost.
— From the Business Week article, “Why Failures Can Be Such Success Stories”