Response to Susan Cain’s Book “In Quiet: The Power of introverts in a world that can’t stop talking”
Summary
Susan Cain, once successful lawyer in the field of commercial law, has spontaneously become a leader of all the introverts, expressing the main characteristics of their attitude to work, way of behavior with colleagues, and, finally, the advantages of their way of cooperation with other people.
The book is the response to the stereotypes regarding the introverts who are thought to be not productive and successful. During her TEDx speech Cain emphasized on contemporary reality, where being social and outgoing are prized above all else, it can be difficult, even shameful, to be an introvert (Cain, 2012). Moreover, she insists on the fact that introverts bring extraordinary talents and abilities to the world, and should be encouraged and celebrated (Cain 2012).
The book ‘In Quiet: The Power of introverts in a world that can’t stop talking’ is based on the academic researches, scholar articles, and interviews with the people who consider themselves to be introverts, whose names are changed in the book. The author’s conclusion consists in a statement that quiet itself is a power which is underestimated, but still it is able to resolve those issues which are hard to deal with for those who do not possess such feature. In this paper we will analyze Cain’s book in context of management, namely which ideas are to be extracted so as to implement them, inter alia, into the strategic planning, creation of leadership model, and defining of the communication style in an organization.
Differences between Extroverts and Introverts
The work is grounded on the scientifically based thesis that our lives (the way how we behave, in particular communicate, cooperate) are affected by so-called north and south of temperament or, in other words, intoversy or extroversy of our personality (Cain, p.13). Despite the common belief that the Americans are extroverts and address all their feelings and emotions to the people they communicate with, the latest statistical data have proven the opposite thing. It has been shown that each third American is an introvert, even though it can be stated that lots of them prefer hiding this aspect of their personality.
Such preferences of people to choose the way of behavior that does not correspond with their personality the author calls the Extrovert Ideal, as it is believed that only extroverts prefer action to contemplation, risk-taking to heed-taking, certainty to doubt, quick decisions (p.14).
The representatives of the extroverts are thought to tend to socialize better, create more comfortable team atmosphere and so on. Group thinking, as Cain says, has created such system of thoughts, when the result can be only reached, when the group of people cooperates in certain place (Cain, 2012).
Simultaneously, introverts are described as those who reflect too much sensitivity, seriousness, and shyness (p.14). These features are interpreted in such way that it could be even concluded that introversy is a result of either person’s disappointment or pathology (p.14).
During her TEDx speech Cain describes all the injustice existing in the society regarding the introverts, in particular the structure of all the social institutions (schools, college etc.) which are aimed only at the extroverts. It means that there is much stimulation which provokes a person to respond, contact, and act. In case of the introverts, it could create nothing, but additional discomfort for them. Their refusals to go out, spend some time in a group of people are not accepted by the other representatives of the society and are thought to be not normal.
In context of the work performance, there are a lot of differences between these two different personalities. It is important to find out them so as to apply them to management. Extraverts enjoy extra bang that comes from activities like meeting new people, skiing slippery slopes, and cranking up the stereo (p. 19). On the contrary, introverts would like to be given the task and not to be interfered with.
Additionally, the velocity of their activity is different, meaning extraverts are likely to do their job quickly, without any doubts, becoming comfortable with multitasking and risk-taking (p.19). This can be done for the purpose of obtaining just satisfaction for their work, not because of great love of what they do.
Introverts, according to Cain, work slowly and deliberately, spending much time, while taking certain decision (p.19). They are likely to prefer focusing on one task. Only after its completion, they could start the further assignments. Among the positive aspects of such working style, we could list the greater level of concentration on the task given and usually deeper analysis of the matter.
Both could enjoy themselves, while attending conferences, business meetings, other social events, however, whereas extroverts do this because of the need to communicate and to be among the other people, introverts have in the majority of cases the intention to obtain skills, knowledge, experience.
Introversy and Leadership
One of the experiments in terms of deciding who is likely to be called a leader – a talker or a quite person – was carried out. In consisted in the meeting of two strangers over the phone. Those strangers who intended to speak more, express their opinions and thoughts towards certain issues, and were merely the talkers, were later considered and characterized as more intelligent, better looking, and more likable (p. 49).
This has experiment has proven the thesis that group think considers those who speak more and do this fast as leaders. Such way of behavior draws people’s attention to a speaker, makes them listen to the ideas a person says. It can said that talking is what gives person more power than its absence.
‘The Bus to Abilene’ is another example of how people are impacted by those who initiate certain actions. This phenomenon has been discovered by the U.S. Army. It is a mere conversation between two people, when one of them, a leader, asks lots of questions to the other person. The point is that you all of a sudden start understanding that you cannot leave the conversation, despite the fact that it does not have any sense.
The “Bus to Abilene” reveals people’s tendency to adhere to the orders and commands of those people who initiate actions, moreover, any actions (p.50). Additionally, such primitive conversation gives a basis for the discovery such phenomenon as our empowerment of a speaker, whom we give certain powers to define the vector of further ‘talks’.
However, the management science has contributed to this issue by demonstrating that not only the extraverts are leaders. In particular, Collins insists on the fact that lots of best-performing companies of the previous century applied the so-called ‘Level 5 Leaders’ (p.51)
The CEOs of such companies are unique because of their great influence on the employees which has not resulted from charisma, but from humility coupled with intense professional will (p.51). In order to illustrate this point of view with the arguments, Collins tells the story of Darwin Smith, head of Kimberly-Clark, leading paper production company (p.51).
Being a shy and mild-mannered person and describing his management style as merely eccentric, Smith ‘made a dramatic decision to sell the mills that produced the company’s core business of coated paper and invest instead in the consumer-paperproducts industry, which he believed had better economics and a brighter future’ (p.51). Such decision was described as the greatest mistake even seen. The crowd was insisting on the cancellation of such step.
However, due to his introversial character, Smith was persuaded that he acted properly and right, meaning he had no basis to step aside. This resulted in company’s growing stronger and outpacing its rivals (p.51). The key for his success, according to Smith’s own position, is the willingness to perform better daily. What company needs, according to this example? It needs leaders who built not their egos but the institutions they run (p.52).
Another research, conducted by Grant, has proven that introverted leadership could be beneficial for the legal entity in which it is applied. The point consists in the ability of the introversial leaders to make much profit, when the employees are proactive or, in other words, extroverted. On the other hand, extroverted leaders enhance group performance when employees are passive (p.53). During the research of T-shirts selling, there were two teams headed by extrovert and introvert respectively.
The results of the research were striking: the introverted leaders were 20 percent more likely to follow the suggestion and their teams had 24 percent better results than the teams of the extroverted leaders (p.53). When those followers of a leader were not proactive, simply obeying the rules and orders given by leaders without suggesting their own shirt-folding methods, the teams led by extroverts outperformed those led by the introverts by 22 percent (p.53).
Application to Management
Collaboration Kills Creativity
As it has been highlighted, introverts prefer to work independently; this feature, according to Cain, along with solitude can be a catalyst to innovation (p.66). Goudreau in her article “The Secret Power of Introverts” insists on the tolerance to the culture of personality, mentioning that it has given the world such prominent individuals as: Charles Darwin, J.K. Rowling, Albert Einstein, Mahatma Gandhi, Larry Page and so on (Goudreau, n.p.).
As the personality is one of the factors determining the emotions, we can conclude that introverts tend to be rather calm and neutral, not spreading certain negative feelings on the colleagues. Additionally, introverts’ mood does not, in fact, depend on the social transactions, meaning disagreements are not likely to create conflicts, but only rational discussions.
Group think can be found in lots of spheres. Even though it is applied so as to produce brainstorming, its general role is estimated to be not effective for the innovations and creative decisions. Existence of group think within the organization can result in the phenomenon, which Bern called ‘the pain of independence’ (p.80). Notwithstanding, certain powerful introverts who are skilled and qualified, as Smith, could oppose it and, consequently, change it, producing innovations.
Pursuing an Activity for Its Own Sake
It has been mentioned that extroverts are rather reward-oriented (in certain cases threat-oriented). The state of introvert’s mind in context of their targets during performance is called ‘flow’ (it could characterize extroverts as well) as an optimal state in which you feel totally engaged in activity, when you do not feel boredom or anxiety as well as you do not doubt in terms of your competence (p.142). Flow state leads to total independence of a person from social environment to the degree they no longer respond exclusively in terms of rewards and punishments (p.142).
It has to be highlighted that flow is described as one of the main factors of becoming self-reliable personality. The former can produce innovations, be always in a good mood, and cooperate normally with colleagues or subordinates. The introverts in this context have the power of persistence, the tenacity to solve complex problems, and the clear vision how to avoid pitfalls that trip others up (p.142).
Additionally, so as to achieve the balance (one of the main ideas of Cain’s book, by the way) the extroverts and introverts are advised to share the features of one another. Welsh, the former chairman of General Electric, has made it clear: introverts need to trust gut and share their ideas as powerfully as they can; extroverts are to listen to the ideas the others propose, properly analyze them, and make conclusions (p.143). Cain highlights that it does not mean that people transform into the other type of personality, but they rather take into account rational piece of advice which can be only beneficial for them and a company.
If You Are a Manager
All the above-mentioned statements, ideas, and proposal could be addressed to a person who somehow will have influence on employees. It is necessary to remember the statistical data, namely that one half of workforce is likely to be introverted and their potential skills and knowledge, perhaps, cannot be fully expressed within the existing model of communication between the employees.
Cain says: “Don’t expect introverts to get jazzed up about open office plans or, for that matter, lunchtime birthday parties or team-building retreats; make the most of introverts’ strengths—these are the people who can help you think deeply, strategize, solve complex problems, and spot canaries in your coal mine” (p.213). Kuhnen, management professor, emphasized that no company will employ only people who are the representatives of one type, as there is great need to have people who are emotionally neutral (p.140).
Conclusions
Works cited
Cain, Susan. Quiet: The Power of Introverts in a World That Can’t Stop Talking 1st edn. New York: Crown Publishers, 2012.
Goudreau, Jenna. ‘The Secret Power of Introverts’. Forbes. 26 January, 2012. Web
