Introverts in an extraverted world: how introverts respond to workplace tasks that require extraverted behaviors
Introverts in an extraverted world: how introverts respond to workplace tasks that require extraverted behaviors
Loading...
Issue Date
2000
Authors
Fanning, Nancy Dale
Journal Title
Journal ISSN
Volume Title
Publisher
Abstract
In Western civilization, extraversion is the norm, while only one-fourth to onethird of the general population is introverted. The trend toward participatory management and self-directed teams in the workplace today increases the demand on introverts to behave in extraverted ways.
This study explored how two introverts experienced situations in their work lives that required them to exhibit extraverted behavior. A phenomenological approach revealed a predictable four-phase, recurring cycle of Preparation, Experience, Recovery and Reflection.
Results indicate that, from the point of view of these introverts, introversion and extraversion each have a unique set of embedded values. The introvert finds the introverted value system more comfortable and authentic, yet recognizes that the extraverted values are more useful and appropriate when they are playing an extraverted role in the workplace.
The participants quite literally play the role of an extravert - they see it as acting out a part in order to meet the expectations of others and accomplish tasks that require active participation with others. While introversion is often equated with shyness, it was found that these introverted participants were quite capable of being outgoing and friendly, but see extraverted behavior as part of their authentic selves.
During the extraverted experience, participants attempted to suspend their need for lengthy internal processing of incoming information, yet they were often able to draw upon other introverted attributes, when it was to their advantage to do so.
This study reveals that the phenomenon of introversion is much more complex than suggested by the literature. Introverts often have valuable insights that are never shared in their organizations, which makes them a resource that goes largely untapped.
Description
Keywords
Psychology