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This book demonstrates how introverted people are misunderstood and undervalued in modern culture, charting the rise of extrovert ideology while sharing anecdotal examples of how to use introvert talents to adapt to various situations. At least one-third of the people we know are introverts. They are the ones who prefer listening to speaking, reading to partying; who innovate and create but dislike self-promotion; who favor working on their own over brainstorming in teams. Although they are often labeled "quiet," it is to introverts that we owe many of the great contributions to society, from van Gogh's sunflowers to the invention of the personal computer. Filled with indelible stories of real people, this book shows how dramatically we undervalue introverts, and how much we lose in doing so. Taking the reader on a journey from Dale Carnegie's birthplace to Harvard Business School, from a Tony Robbins seminar to an evangelical megachurch, the author charts the rise of the Extrovert Ideal in the twentieth century and explores its far-reaching effects. She talks to Asian-American students who feel alienated from the brash, backslapping atmosphere of American schools. She questions the dominant values of American business culture, where forced collaboration can stand in the way of innovation, and where the leadership potential of introverts is often overlooked. And she draws on cutting-edge research in psychology and neuroscience to reveal the differences between extroverts and introverts. She introduces us to successful introverts, from a witty, high-octane public speaker who recharges in solitude after his talks, to a record-breaking salesman who quietly taps into the power of questions. Finally, she offers advice on everything from how to better negotiate differences in introvert-extrovert relationships to how to empower an introverted child to when it makes sense to be a "pretend extrovert." This book has the ability to permanently change how we see introverts and, equally important, how introverts see themselves.… (meer)
Dit boek biedt veel herkenningspunten voor me, en steekt me een hart onder de riem. Ik ben niet alleen, en ik ben niet zo a-normaal als ik vreesde. Een aanrader voor mensen die vanwege een zekere teruggetrokkenheid of een gevoel van overweldigd zijn, een ankerpunt nodig hebben. ( )
Een zeer leesbaar 'wetenschappelijk' werk. Voor een divers publiek belangrijk: onderwijs, ouders, leidinggevenden. Kortom al wie anderen moet begrijpen om samen te leven, te werken, op te voeden. Steunend op een veelheid van onderzoeken en getuigenissen is dit een verhelderend boek geworden dat inzicht biedt in het zich verschillend gedragen van mensen. ( )
Een soort waarvan iedereen generaal Patton is, heeft net zo weinig kans van slagen als een ras waarvan iedereen op Vincent van Gogh lijkt. Ik geloof liever dat de wereld sportlieden, filosofen, sekssymbolen, schilders en wetenschappers nodig heeft; dat ze behoefte heeft aan hartelijke, hardvochtige, koelbloedige en teerhartige mensen. Ze heeft behoefte aan hen die hun leven kunnen wijden aan de bestudering van het aantal waterdruppels dat de speekselklieren van honden onder bepaalde omstandigheden afscheiden, aan hen die de vluchtige indruk van kersenbloesem kunnen vangen in een gedicht van veertien lettergrepen of vijfentwintig pagina's kunnen besteden aan de ontleding van de gevoelens van een jongetje dat 's avonds in bed ligt te wachten tot zijn moeder hem welterusten komt kussen, [...] Het bestaan van uitmuntende vaardigheden veronderstelt zelfs dat de energie die nodig is op andere terreinen daarvandaan is weggeleid. Allen Shawn
Opdracht
Voor de familie waarin ik ben opgegroeid
Eerste woorden
Ik heb officieel sinds 2005 aan dit boek gewerkt, en officieus mijn hele volwassen leven.
Citaten
Informatie afkomstig uit de Engelse Algemene Kennis.Bewerk om naar jouw taal over te brengen.
To ask whether it's nature or nurture ... is like asking whether a blizzard is caused by temperature or humidity.
"It's so easy to confuse schmoozing ability with talent. Someone seems like a good presenter, easy to get along with and those traits are rewarded. Well, why is that? They're valuable traits but we put too much of a premium on presenting and not enough on substance and critical thinking." (one venture capitalist)
We need leaders who build not their own egos but the institutions they run.
So if, deep down, you've been thinking that it's only natural for the bold and sociable to dominate the reserved and sensitive, and that the Extrovert Ideal is innate to humanity, Robert McCrae's personality map suggests a different truth: that each way of being—quiet and talkative, careful and audacious, inhibited and unrestrained—is characteristic of its own mighty civilization.
If there is one insight you take away from this book, though, I hope it's a newfound sense of entitlement to be yourself.
The U.S Army has a name for a similar phenomenon: "the Bus to Abilene." "Any army officer can tell you what that means," Colonel (Ret.) Stephen J. Gerras, a professor of behavioral sciences at the U.S. Army War College, told Yale Alumni Magazine in 2008. "It's about a family sitting on a porch in Texas on a hot summer day, and somebody says, 'I'm bored. Why don't we go to Abilene?' When they get to Abilene, somebody says, 'You know, I didn't really want to go.' And the next person says, 'I didn't want to go—I thought you wanted to go,' and so on. Whenever you're in an army group and somebody says, 'I think we're all getting on the bus to Abilene here,' that is a red flag. You can stop a conversation with it. It is a very powerful artifact of our culture."
We don't need giant personalities to transform companies. We need leaders who build not their own egos but the institutions they run.
Grant had a theory about which kinds of circumstances would call for introverted leadership. His hypothesis was that extroverted leaders enhance group performance when employees are passive, but that introverted leaders are more effective with proactive employees.
Grant says it makes sense that introverts are uniquely good at leading initiative-takers. Because of their inclination to listen to others and lack of interest in dominating social situations, introverts are more likely to hear and implement suggestions. Having benefited from the talents of their followers, they are then likely to motivate them to be even more proactive. Introverted leaders create a virtuous circle of proactivity, in other words.
Extroverts, on the other hand, can be so intent on putting their own stamp on events that they risk losing others' good ideas along the way and allowing workers to lapse into passivity.
But with the natural ability to inspire, extroverted leaders are better at getting results from more passive workers.
Open-plan offices have been found to reduce productivity and impair memory. They're associated with high staff turnover. They make people sick, hostile, unmotivated, and insecure. Open-plan workers are more likely to suffer from high blood pressure and elevated stress levels and to get the flu; they argue more with their colleagues; they worry about coworkers eavesdropping on their phone calls and spying on their computer screens. They have fewer personal and confidential conversations with colleagues. They're often subject to loud and uncontrollable noise, which raises heart rates; releases cortisol, the body's fight-or-flight "stress" hormone; and makes people socially distant, quick to anger, aggression, and slow to help others.
Indeed, 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. Another study, of 38,000 knowledge workers across different sectors, found that the simple act of being interrupted is one of the biggest barriers to productivity. Even multitasking, that prized feat of modern-day office warriors, turns out to be a myth.
Schwartz's research suggests something important: we can stretch our personalities, but only up to a point. Our inborn temperaments influence us, regardless of the lives we lead. A sizable part of who we are is ordained by our genes, by our brains, by our nervous systems. And yet the elasticity that Schwartz found in some of the high-reactive teens also suggests the converse: we have free will and can use it to shape our personalities.
We might call this the "rubber band theory" of personality. We are like rubber bands at rest. We are elastic and can stretch ourselves, but only so much.
But what [my grandfather] loved to to best was to read. In his small apartment, where as a widower he'd lived alone for decades, all the urniture had yielded its original function to serve as a surface for piles of books: gold-leafed Hebrew texts jumbled together with Margaret Atwood and Milan Kumdera.
Laatste woorden
Lewis Carroll was trouwens ook introvert. Zonder hem was er geen Alice in Wonderland geweest. Dat zou je inmiddels niet meer moeten verbazen.
This book demonstrates how introverted people are misunderstood and undervalued in modern culture, charting the rise of extrovert ideology while sharing anecdotal examples of how to use introvert talents to adapt to various situations. At least one-third of the people we know are introverts. They are the ones who prefer listening to speaking, reading to partying; who innovate and create but dislike self-promotion; who favor working on their own over brainstorming in teams. Although they are often labeled "quiet," it is to introverts that we owe many of the great contributions to society, from van Gogh's sunflowers to the invention of the personal computer. Filled with indelible stories of real people, this book shows how dramatically we undervalue introverts, and how much we lose in doing so. Taking the reader on a journey from Dale Carnegie's birthplace to Harvard Business School, from a Tony Robbins seminar to an evangelical megachurch, the author charts the rise of the Extrovert Ideal in the twentieth century and explores its far-reaching effects. She talks to Asian-American students who feel alienated from the brash, backslapping atmosphere of American schools. She questions the dominant values of American business culture, where forced collaboration can stand in the way of innovation, and where the leadership potential of introverts is often overlooked. And she draws on cutting-edge research in psychology and neuroscience to reveal the differences between extroverts and introverts. She introduces us to successful introverts, from a witty, high-octane public speaker who recharges in solitude after his talks, to a record-breaking salesman who quietly taps into the power of questions. Finally, she offers advice on everything from how to better negotiate differences in introvert-extrovert relationships to how to empower an introverted child to when it makes sense to be a "pretend extrovert." This book has the ability to permanently change how we see introverts and, equally important, how introverts see themselves.
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Een aanrader voor mensen die vanwege een zekere teruggetrokkenheid of een gevoel van overweldigd zijn, een ankerpunt nodig hebben. (