Social Actions existed to support the non-technical aspects of military life. The division often addressed the directive by offering mandatory training programs on various aspects of social justice. Social Actions training days were even less popular than flu-shot days. In 2006, after decades of research, Stanford University psychologist Carol Dweck, Ph.D., introduced a simple but revolutionary idea: the power of mindset. A Disruptive Mindset involves more than innovation, cutting-edge technology, pace, and risk-taking-but they help. Three men with Disruptive Mindsets changed the damaged horse and the course of horse-racing history. The Disruptive Mindset he displayed at Ford did not follow Iacocca to Chrysler, however. In fact, a goal to change for the sake of change will more likely lead not only to loss of market share, but also loss of both customer loyalty and top performers. A Disruptive Mindset starts with a clear vision of what should change and what should stay the same.