NotitiesQuiet
Susan Cain
Het boek "Quiet" van Susan Cain onderzoekt de waarde van introversie in een samenleving die extroversie waardeert. Het benadrukt dat introverten unieke sterke punten hebben, vooral in onderhandelingen en creatief werk, en pleit voor het erkennen van hun bijdragen in verschillende sociale en professionele omgevingen. Bovendien bekritiseert het de nadruk op groepswerk ten koste van individuele reflectie en creativiteit.
It makes sense that so many introverts hide even from themselves. We live with a value system that I call the Extrovert Ideal—the omnipresent belief that the ideal self is gregarious, alpha, and comfortable in the spotlight. The archetypal extrovert prefers action to contemplation, risk-taking to heed-taking, certainty to doubt. He favors quick decisions, even at the risk of being wrong. She works well in teams and socializes in groups. We like to think that we value individuality, but all too often we admire one type of individual—the kind who’s comfortable “putting himself out there.” Sure, we allow technologically gifted loners who launch companies in garages to have any personality they please, but they are the exceptions, not the rule, and our tolerance extends mainly to those who get fabulously wealthy or hold the promise of doing so. Introversion—along with its cousins sensitivity, seriousness, and shyness—is now a second-class personality trait, somewhere between a disappointment and a pathology. Introverts living under the Extrovert Ideal are like women in a man’s world, discounted because of a trait that goes to the core of who they are. Extroversion is an enormously appealing personality style[…]
Now that you’re an adult, you might still feel a pang of guilt when you decline a dinner invitation in favor of a good book. Or maybe you like to eat alone in restaurants and could do without the pitying looks from fellow diners. Or you’re told that you’re “in your head too much,” a phrase that’s often deployed against the quiet and cerebral. Of course, there’s another word for such people: thinkers.
Then she remembered what I’d told her again and again: she was an introvert, and as such she had unique powers in negotiation—perhaps less obvious but no less formidable. She’d probably prepared more than everyone else. She had a quiet but firm speaking style. She rarely spoke without thinking. Being mild-mannered, she could take strong, even aggressive, positions while coming across as perfectly reasonable. And she tended to ask questions—lots of them—and actually listen to the answers, which, no matter what your personality, is crucial to strong negotiation.
Many psychologists would also agree that introverts and extroverts work differently. Extroverts tend to tackle assignments quickly. They make fast (sometimes rash) decisions, and are comfortable multitasking and risk-taking. They enjoy “the thrill of the chase” for rewards like money and status. Introverts often work more slowly and deliberately. They like to focus on one task at a time and can have mighty powers of concentration. They’re relatively immune to the lures of wealth and fame.
But for all their differences, shyness and introversion have in common something profound. The mental state of a shy extrovert sitting quietly in a business meeting may be very different from that of a calm introvert—the shy person is afraid to speak up, while the introvert is simply overstimulated—but to the outside world, the two appear to be the same. This can give both types insight into how our reverence for alpha status blinds us to things that are good and smart and wise
If you’re still not sure where you fall on the introvert-extrovert spectrum, you can assess yourself here. Answer each question “true” or “false,” choosing the answer that applies to you more often than not.* 1. _______ I prefer one-on-one conversations to group activities. 2. _______ I often prefer to express myself in writing. 3. _______ I enjoy solitude. 4. _______ I seem to care less than my peers about wealth, fame, and status. 5. _______ I dislike small talk, but I enjoy talking in depth about topics that matter to me. 6. _______ People tell me that I’m a good listener. 7. _______ I’m not a big risk-taker. 8. _______ I enjoy work that allows me to “dive in” with few interruptions. 9. _______ I like to celebrate birthdays on a small scale, with only one or two close friends or family members. 10. _______ People describe me as “soft-spoken” or “mellow.” 11. _______ I prefer not to show or discuss my work with others until it’s finished. 12. _______ I dislike conflict. 13. _______ I do my best work on my own. 14. _______ I tend to think before I speak. 15. _______[…]
As Jung felicitously put it, “There is no such thing as a pure extrovert or a pure introvert. Such a man would be in the lunatic asylum.”
Having said all this, in Quiet we’ll try not to get too hung up on definitions. Strictly defining terms is vital for researchers whose studies depend on pinpointing exactly where introversion stops and other traits, like shyness, start. But in Quiet we’ll concern ourselves more with the fruit of that research. Today’s psychologists, joined by neuroscientists with their brain-scanning machines, have unearthed illuminating insights that are changing the way we see the world—and ourselves
If there is only one insight you take away from this book, though, I hope it’s a newfound sense of entitlement to be yourself. I can vouch personally for the life-transforming effects of this outlook. Remember that first client I told you about, the one I called Laura in order to protect her identity? That was a story about me. I was my own first client.
At the onset of the Culture of Personality, we were urged to develop an extroverted personality for frankly selfish reasons—as a way of outshining the crowd in a newly anonymous and competitive society. But nowadays we tend to think that becoming more extroverted not only makes us more successful, but also makes us better people. We see salesmanship as a way of sharing one’s gifts with the world.
If we assume that quiet and loud people have roughly the same number of good (and bad) ideas, then we should worry if the louder and more forceful people always carry the day. This would mean that an awful lot of bad ideas prevail while good ones get squashed. Yet studies in group dynamics suggest that this is exactly what happens. We perceive talkers as smarter than quiet types—even though grade-point averages and SAT and intelligence test scores reveal this perception to be inaccurate.
The “Bus to Abilene” anecdote reveals our tendency to follow those who initiate action—any action. We are similarly inclined to empower dynamic speakers.
“Among the most effective leaders I have encountered and worked with in half a century,” the management guru Peter Drucker has written, “some locked themselves into their office and others were ultra-gregarious. Some were quick and impulsive, while others studied the situation and took forever to come to a decision.… The one and only personality trait the effective ones I have encountered did have in common was something they did not have: they had little or no ‘charisma’ and little use either for the term or what it signifies.”
Why did the research not reflect the talents of people like the wing commander? Grant thought he knew what the problem was. First, when he looked closely at the existing studies on personality and leadership, he found that the correlation between extroversion and leadership was modest. Second, these studies were often based on people’s perceptions of who made a good leader, as opposed to actual results. And personal opinions are often a simple reflection of cultural bias.
We tend to write Moses’ true personality out of the Exodus story. (Cecil B. DeMille’s classic, The Ten Commandments, portrays him as a swashbuckling figure who does all the talking, with no help from Aaron.) We don’t ask why God chose as his prophet a stutterer with a public speaking phobia. But we should. The book of Exodus is short on explication, but its stories suggest that introversion plays yin to the yang of extroversion; that the medium is not always the message; and that people followed Moses because his words were thoughtful, not because he spoke them well.
Studies have shown that, indeed, introverts are more likely than extroverts to express intimate facts about themselves online that their family and friends would be surprised to read, to say that they can express the “real me” online, and to spend more time in certain kinds of online discussions. They welcome the chance to communicate digitally
McHugh doesn’t fit this description. He discovered his introversion as a junior at Claremont McKenna College, when he realized he was getting up early in the morning just to savor time alone with a steaming cup of coffee. He enjoyed parties, but found himself leaving early.
Events like this don’t give me the sense of oneness others seem to enjoy; it’s always been private occasions that make me feel connected to the joys and sorrows of the world, often in the form of communion with writers and musicians I’ll never meet in person. Proust called these moments of unity between writer and reader “that fruitful miracle of a communication in the midst of solitude.” His use of religious language was surely no accident.
McHugh, as if reading my mind, turns to me when the service is over. “Everything in the service involved communication,” he says with gentle exasperation. “Greeting people, the lengthy sermon, the singing. There was no emphasis on quiet, liturgy, ritual, things that give you space for contemplation
Evangelicalism has taken the Extrovert Ideal to its logical extreme, McHugh is telling us. If you don’t love Jesus out loud, then it must not be real love. It’s not enough to forge your own spiritual connection to the divine; it must be displayed publicly. Is it any wonder that introverts like Pastor McHugh start to question their own hearts?
I am a horse for a single harness, not cut out for tandem or teamwork … for well I know that in order to attain any definite goal, it is imperative that one person do the thinking and the commanding. —ALBERT EINSTEIN
I don’t believe anything really revolutionary has been invented by committee. If you’re that rare engineer who’s an inventor and also an artist, I’m going to give you some advice that might be hard to take. That advice is: Work alone. You’re going to be best able to design revolutionary products and features if you’re working on your own. Not on a committee. Not on a team.
introverts prefer to work independently, and solitude can be a catalyst to innovation
But the way we organize many of our most important institutions—our schools and our workplaces—tells a very different story. It’s the story of a contemporary phenomenon that I call the New Groupthink—a phenomenon that has the potential to stifle productivity at work and to deprive schoolchildren of the skills they’ll need to achieve excellence in an increasingly competitive world.
The New Groupthink did not arise at one precise moment. Cooperative learning, corporate teamwork, and open office plans emerged at different times and for different reasons. But the mighty force that pulled these trends together was the rise of the World Wide Web, which lent both cool and gravitas to the idea of collaboration.
What’s so magical about solitude? In many fields, Ericsson told me, it’s only when you’re alone that you can engage in Deliberate Practice, which he has identified as the key to exceptional achievement. When you practice deliberately, you identify the tasks or knowledge that are just out of your reach, strive to upgrade your performance, monitor your progress, and revise accordingly. Practice sessions that fall short of this standard are not only less useful—they’re counterproductive. They reinforce existing cognitive mechanisms instead of improving them.
Deliberate Practice is best conducted alone for several reasons. It takes intense concentration, and other people can be distracting. It requires deep motivation, often self-generated. But most important, it involves working on the task that’s most challenging to you personally. Only when you’re alone, Ericsson told me, can you “go directly to the part that’s challenging to you. If you want to improve what you’re doing, you have to be the one who generates the move. Imagine a group class—you’re the one generating the move only a small percentage of the time.”
In iWoz, Wozniak describes his childhood passion for electronics, and unintentionally recounts all the elements of Deliberate Practice that Ericsson emphasizes. First, he was motivated: his father, a Lockheed engineer, had taught Woz that engineers could change people’s lives and were “among the key people in the world.” Second, he built his expertise step by painstaking step. Because he entered countless science fairs, he says, I acquired a central ability that was to help me through my entire career: patience. I’m serious. Patience is usually so underrated. I mean, for all those projects, from third grade all the way to eighth grade, I just learned things gradually, figuring out how to put electronic devices together without so much as cracking a book.… I learned to not worry so much about the outcome, but to concentrate on the step I was on and to try to do it as perfectly as I could when I was doing it
excessive stimulation seems to impede learning: a recent study found that people learn better after a quiet stroll through the woods than after a noisy walk down a city street
Studies have shown that performance gets worse as group size increases: groups of nine generate fewer and poorer ideas compared to groups of six, which do worse than groups of four. The “evidence from science suggests that business people must be insane to use brainstorming groups,” writes the organizational psychologist Adrian Furnham. “If you have talented and motivated people, they should be encouraged to work alone when creativity or efficiency is the highest priority.”
The one exception to this is online brainstorming. Groups brainstorming electronically, when properly managed, not only do better than individuals, research shows; the larger the group, the better it performs. The same is true of academic research—professors who work together electronically, from different physical locations, tend to produce research that is more influential than those either working alone or collaborating face-to-face. This shouldn’t surprise us; as we’ve said, it was the curious power of electronic collaboration that contributed to the New Groupthink in the first place. What created Linux, or Wikipedia, if not a gigantic electronic brainstorming session? But we’re so impressed by the power of online collaboration that we’ve come to overvalue all group work at the expense of solo thought. We fail to realize that participating in an online working group is a form of solitude all its own. Instead we assume that the success of online collaborations will be replicated in the face-to-face world
Psychologists usually offer three explanations for the failure of group brainstorming. The first is social loafing: in a group, some individuals tend to sit back and let others do the work. The second is production blocking: only one person can talk or produce an idea at once, while the other group members are forced to sit passively. And the third is evaluation apprehension, meaning the fear of looking stupid in front of one’s peers.
I have experienced this phenomenon personally. When I was getting ready to write this book, I carefully set up my home office, complete with uncluttered desk, file cabinets, free counter space, and plenty of natural light—and then felt too cut off from the world to type a single keystroke there. Instead, I wrote most of this book on a laptop at my favorite densely packed neighborhood café. I did this for exactly the reasons that champions of the New Groupthink might suggest: the mere presence of other people helped my mind to make associative leaps. The coffee shop was full of people bent over their own computers, and if the expressions of rapt concentration on their faces were any indication, I wasn’t the only one getting a lot of work done. But the café worked as my office because it had specific attributes that are absent from many modern schools and workplaces. It was social, yet its casual, come-and-go-as-you-please nature left me free from unwelcome entanglements and able to “deliberately practice” my writing. I could toggle back and forth between observer and social actor as much as I wanted. I could also control[…]
The way forward, I’m suggesting, is not to stop collaborating face-to-face, but to refine the way we do it. For one thing, we should actively seek out symbiotic introvert-extrovert relationships, in which leadership and other tasks are divided according to people’s natural strengths and temperaments. The most effective teams are composed of a healthy mix of introverts and extroverts, studies show, and so are many leadership structures.
I recently left my job as a Wall Street lawyer to start my own consulting firm. Mostly I’ve worked one-on-one or in small groups, which feels comfortable. But when an acquaintance who is general counsel at a big media company asked me to run a seminar for his entire executive team, I agreed—enthusiastically, even!—for reasons I can’t fathom now.
Kagan hypothesized that infants born with an especially excitable amygdala would wiggle and howl when shown unfamiliar objects—and grow up to be children who were more likely to feel vigilant when meeting new people. And this is just what he found. In other words, the four-month-olds who thrashed their arms like punk rockers did so not because they were extroverts in the making, but because their little bodies reacted strongly—they were “high-reactive”—to new sights, sounds, and smells. The quiet infants were silent not because they were future introverts—just the opposite—but because they had nervous systems that were unmoved by novelty.