Another great Ed Zitron essay about the tech industry. Some quotes:

The “growth mindset” is Microsoft’s cult — a vaguely-defined, scientifically-questionable, abusively-wielded workplace culture monstrosity, peddled by a Chief Executive obsessed with framing himself as a messianic figure with divine knowledge of how businesses should work. Nadella even launched his own Bible — Hit Refresh — in 2017, which he claims has “recommendations presented as algorithms from a principled, deliberative leader searching for improvement.”

There are many, many reasons this is problematic, but the biggest is that the growth mindset is directly used to judge your performance at Microsoft. Twice a year, Microsoft employees have a “Connect” with managers where they must answer a number of different questions about their current and future work at Microsoft, with sections titled things like “share how you applied a growth mindset,” with prompts to “consider when you could have done something different,” and how you might have applied what you learned to make a greater impact. Once filled-out, your manager responds with comments, and then the document is finalized and published internally, though it’s unclear who is able to see them.

One employee related to me that managers occasionally add that they “did not display a growth mindset” after meetings, with little explanation as to what that meant or why it was said. Another said that “[the growth mindset] can be an excuse for anything, like people would complain about obvious engineering issues, that the code is shit and needs reworking, or that our tooling was terrible to work with, and the response would be to ‘apply Growth Mindset’ and continue churning out features.”

In essence, the growth mindset means whatever it has to mean at any given time, as evidenced by internal training materials that that suggest that individual contributions are subordinate to “your contributions to the success of others,” the kind of abusive management technique that exists to suppress worker wages and, for the most part, deprive them of credit or compensation.

One post from Blind, an anonymous social network where you’re required to have a company email to post, noted in 2016 that “[the Growth Mindset] is a way for leadership to frame up shitty things that everybody hates in a way that encourages us to be happy and just shut the fuck up,” with another adding it was “KoolAid of the month.”

There are many, many reasons this is problematic, but the biggest is that the growth mindset is directly used to judge your performance at Microsoft. Twice a year, Microsoft employees have a “Connect” with managers where they must answer a number of different questions about their current and future work at Microsoft, with sections titled things like “share how you applied a growth mindset,” with prompts to “consider when you could have done something different,” and how you might have applied what you learned to make a greater impact. Once filled-out, your manager responds with comments, and then the document is finalized and published internally, though it’s unclear who is able to see them.

The problem, it seems, is that Microsoft doesn’t really care about the Growth Mindset at all, and is more concerned with stripping employees of their dignity and personality in favor of boosting their managers’ goals. Some of Microsoft’s “Connect” questions veer dangerously close to “attack therapy,” where you are prompted to “share how you demonstrated a growth mindset by taking personal accountability for setbacks, asking for feedback, and applying learnings to have a greater impact.”

This all feels so distinctly cult-y. Think about it. You have a High Prophet (Satya Nadella) with a holy book (Hit Refresh). You have an original sin (a fixed mindset) and a path to redemption (embracing the growth mindset). You have confessions. You have a statement of faith (or close enough) for new members to the church. You have a priestly class (managers) with the power to expel the insufficiently-devout (those with a sinful fixed mindset). Members of the cult are urged to apply its teachings to all facets of their working life, and to proselytize to outsiders.

As with any scripture, its textural meanings are open to interpretation, and can be read in ways that advantage or disadvantage a person.

And, like any cult, it encourages the person to internalize their failures and externalize their successes. If your team didn’t hit a deadline, it isn’t because you’re over-worked and under-resourced. You did something wrong. Maybe you didn’t collaborate enough. Perhaps your communication wasn’t up to scratch. Even if those things are true, or if it was some other external factor that you have no control over, you can’t make that argument because that would demonstrate a fixed mindset. And that would make you a sinner.

Yet there’s another dirty little secret behind Microsoft’s Connects.

Microsoft is actively training its employees to generate their responses to Connects using Copilot, its generative AI. When I say “actively training,” I mean that there is an entire document — “Copilot for Microsoft 365 Performance and Development Guidance” — that explains, in detail, how an employee (or manager) can use Copilot to generate the responses for their Connects. While there are guidelines about how managers can’t use Copilot to “infer impact” or “make an impact determination” for direct reports, they are allowed to “reference the role library and understand the expectations for a direct report based on their role profile.”

To be extremely blunt: Microsoft is asking its employees to draft their performance reviews based on the outputs of generative AI models — the same ones underpinning ChatGPT — that are prone to hallucination.

Microsoft’s culture isn’t simply repugnant, it’s actively dystopian and deeply abusive. Workers are evaluated based on their adherence to pseudo-science, their “achievements” — which may be written by generative AI — potentially evaluated by managers using generative AI. While they ostensibly do a “job” that they’re “evaluated for” at Microsoft, their world is ultimately beholden to a series of essays about how well they are able to express their working lives through the lens of pseudoscience, and said expressions can be both generated by and read by machines.

I find this whole situation utterly disgusting. The Growth Mindset is a poorly-defined and unscientific concept that Microsoft has adopted as gospel, sold through Satya Nadella’s book and reams of internal training material, and it’s a disgraceful thing to build an entire company upon, let alone one as important as Microsoft.