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Introverts in an Extraverted World: How introverts respond to workplace tasks that require extraverted behaviors by Nancy Dale Fanning Submitted in partial fulfillment of the requirements for the Degree of Master of Arts in Organizational Psychology at John F. Kennedy University September 14, 2000 Approved: _____________________________________ ______________ Project Coordinator Date _____________________________________ ______________ Research Director of MA Programs Date

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Introverts in an Extraverted World: How introverts respond to workplace tasks

that require extraverted behaviors

by

Nancy Dale Fanning

Submitted in partial fulfillment of the requirements for the Degree of

Master of Arts

in

Organizational Psychology

at

John F. Kennedy University

September 14, 2000

Approved: _____________________________________ ______________ Project Coordinator Date _____________________________________ ______________ Research Director of MA Programs Date

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ABSTRACT

In Western civilization, extraversion is the norm, while only one-fourth to one-third 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.

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TABLE OF CONTENTS

Page

Chapter 1: Introduction……………………………………………………..………………..….5

1.1 Theoretical foundations………………….……………………………...…..6

1.2 Cultural bias in favor of extraversion……………………………….…...…7

1.3 In favor of introversion……………………………………………………….9

1.4 Personality tests in the workplace…………………………………. ….…11

1.5 Introverts in extraverted roles…………………………….………..…..….12

1.6 The purpose of this study………………………………………………..…12

Chapter 2: Method……………………………………………………………………..….…....13

2.1 Approach………………………………………………………………….….13

2.2 Participants…………………………………………………………………..13

2.3 Analysis procedure……………………………………………………….....14

Chapter 3: Results……………………………………………………………………..…..…..15

3.1 The four-phase cycle………………………………………………….……15

3.2 Constituents of the cycle…………………………………………..…..…..16

3.2.1 Preparing for the extraverted experience…………………....….17

3.2.2 Behaving as an extravert: the experience……………………...18

3.2.3 Recovery from the extraverted experience…………………… ..22

3.2.4 Post-Recovery reflection………………………………………..…22

3.3 Embedded values………………………………………………..…………24

3.4 Embracing the role…………………….…………………………..…….....26

Chapter 4: Discussion………………………………………………………………….…….. 29

4.1 Implications of the results………………………………………………….29

4.2 Implications with respect to existing theory………………………………29

4.3 Implications for the workplace……………………………………………..32

4.4 Limitations of the study…………………..…………………………………36

4.5 Implications for further study………………………………………….……37

4.6 Conclusion………………………...…………………………………………37

Chapter 5: References………………………………………………………………………...39

Appendices

A. Comparing introverts to extraverts…………………………………….…. 41

B. Overview of the eight personality preferences…………………………...42

C. The sixteen personality profiles at work……………………………….….43

D. MBTI Subscales……………………………………………………………..44

E. Social Introversion: MMPI descriptors and subscales……………….…45

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Tables and Figures

Figure 1: The four-phase cycle………………………………………………………16

Table 1: Constituents of the four-phase cycle…………………………………….17

Figure 2: Embedded values………………………………………………………….25

Figure 3: Introversion-Extraversion continuum…………………………………….30

Figure 4: The introverted thought process……..…………………………………..34

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CHAPTER 1

INTRODUCTION

In the realm of psychological types, a distinction is made between extraverts, who are

outer-directed and sociable, and the more inner-directed introverts (see Appendix A). Introverts

are interested in their own thought processes, and need more time to process information

before responding to a question or situation. In contrast, extraverts tend to “think out loud” or

act quickly, without thinking. Introverts tend to be more comfortable alone or with a few close

friends, while extraverts make new friends easily and like to have people around. In the United

States there is a cultural bias in favor of extraversion, which may have implications in the

workplace, especially for introverts who find themselves in work situations that require them to

exhibit extraverted behaviors. In her book, Gifts Differing (Myers & Myers, 1980), Isabel Briggs

Myers points out likely causes for this bias:

The advantages of starting with the outer situation are obvious and much esteemed in the present Western civilization, which is dominated by the extravert viewpoint. There are plenty of reasons for this domination: Extraverts are more vocal than introverts; they are more numerous, apparently in the ratio of three to one; and they are accessible and understandable, whereas the introverts are not readily understandable, even to each other, and are likely to be thoroughly incomprehensible to the extraverts (p. 54).

Myers cites studies in which the ratio of extraverts to introverts was approximately three

to one. Other authors (Card, 1993; Peters, 1995) claim that the gap may be wider, perhaps as

great as four to one, in favor of extraversion. In light of the cultural bias discussed above, and

since extraverted answers are easily identified on personality tests, one wonders if some

introverts might be prone to skew their results, either consciously or unconsciously, in order to

present themselves as extraverted.

Over the last decade, literature regarding introversion in the workplace has focused on

blocks to communication between introverts and extraverts and the implications for leaders and

managers (Barr & Barr, 1989; Beatty, McCroskey & Heisel, 1998; Bridges, 1992; Church &

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Waclawski, 1996; Judge, 1999; Kelly & Karau, 1999; Kroeger & Thuesen, 1988; Kummerow,

Barger & Kirby, 1997; Layman, & Guyden, 1997; Mani, 1996; Silver, Strong & Perini, 1997).

1.1 Theoretical foundations

Many of these works are devoted to the personality preferences first described by Carl

Jung (1971) and later by Myers in the Myers-Briggs Type Indicator (MBTI) (Myers et. al., 1980)

which is used to identify an individual’s preferences among four pairs of personality types (see

Appendix B). Three of these pairs (Introversion vs. Extraversion, Sensing vs. Intuition, and

Thinking vs. Feeling), were identified by Jung (1971). The final couplet, Judging vs. Perceiving,

was first identified by Katharine Briggs (Myers et. al., 1980). Since each individual exhibits

preferences for one type of each of the four pairs, there are sixteen possible combinations, or

personality profiles (see Appendix C).

Jung and most other theorists attribute these preferences to being inborn, with some

influences from the environment during childhood. In Larry Morris’s book, Extraversion and

Introversion (1979), he examines three decades of research by Hans Eysenck which led to the

conclusion that “Introverts typically have higher levels of cortical arousal compared with

Extraverts” (Morris, 1979, p.7). Eysenck believes that the different arousal levels were a

physiological basis for behavior and attitudinal preferences and tendencies. Introverts are seen

as avoiding additional stimuli in order to balance the high arousal levels in the cortex of their

brains, while extraverts tend to seek additional stimulation and arousal.

In their book, The Experience of Introversion, Shapiro and Alexander (1975) focus on

the subjective nature of the introvert. Extraverts understand reality to be the objective nature of

a person, thing or situation in the outside world. Introverts begin with the concrete, objective

data, and submit this picture to an internal subjective process. They participate in the process

by adding information from their own experience, insight and intuition. According to Jung

(1971), this may indicate that introverts have better access to the collective unconscious than

their extraverted counterparts. Out of the introverted contemplation there emerges a new

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understanding of what has been experienced in the outer world This subjective reality is, for the

introvert, more real and true than the original objective data. According to Shapiro and

Alexander:

There is always one school which dwells on the subject, the person, as the center of reality or the ground of knowledge. This is, for example, the idealist’s position. There is always a second school which emphasizes the concrete existence of the object of perception, the world, as the prior reality, the realist’s position (p. 22).

1.2 Cultural bias in favor of extraversion

Western culture is dominated by extraverts, who seldom understand introverted thinking.

Jung identified this difficulty when he first described the personality preferences (1971, pp. 233-

234):

…it remains an enigma to the extravert how a participative standpoint can be superior to the objective situation. He inevitably comes to the conclusion that the introvert is either a conceited egoist or a crack-grained bigot. Faced with this prejudice, [the introvert] is quite unaware of the unconscious but generally quite valid assumptions on which his subjective perceptions are based.

Our cultural bias for extraversion is also revealed in popular magazines and other non-

scientific publications, in that there is a striking frequency with which negative adjectives are

linked to the word, introversion, such as melancholic introversion, and alienated introversion.

Some examples of a variety of negative connotations used in conjunction with introverted traits are:

Critique of an art show: Ms. Kusama’s persona, much like her art, projects an unnerving mixture of flash and fragility, of introversion and self display… (she) remained seated throughout the press conference, (and) eagerly answered the critics’ queries, but between questions she appeared to slip into a sort of quasi-catatonic trance, in which her personality vanished like water swirling down a drain (Prose, 1998).

Review of a biography: …At one point Groenewegen lists Marshall's character faults; the list includes "insecurity, self-centeredness, introversion, ruthlessness (Smithin, 1996).”

Review of a “self-help” book: …The section entitled "How not to shoot yourself in the foot" holds 20 pages of crucial material. In an age when employers tend to note the downside of your contribution, you cannot be seen as excellent unless you are, first and foremost, above average. Achieving this involves avoiding error, introversion, omission and untruth. Perhaps introversion is the wrong word. What you should avoid is the sort of self-centered view of work in which the world ends about a meter from your body (Courtis, 1996).

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Review of a novel: "A Turn of the Wheel" is an intellectualized dissection of introversion. The etymology of "Baruch" as slothful or cowardly may be symbolically significant, as it complements the theme of introversion: Baruch is inert because, instead of plucking up the courage to advance progressively following his failures, he withdraws into mental and social isolation. If we analyze Baruch on the level of anatomy only, we shall probably see introversion as a mental disease, but the novel convention gives us a different view: namely, introversion as a social illness (Briffa, 1997).

Is introversion a social illness? Myers (1980) and other MBTI experts (Barr, 1989;

Bridges, 1992; Kroeger, 1992) claim that all of the personality preferences are equally

acceptable and desirable, and that we all need to learn how to appreciate each other’s

differences. The Minnesota Multiphasic Personality Inventory (MMPI), however, identifies

Social Introversion as a pathological condition (see Appendix E). It shares this dubious

distinction with such clinical diagnoses as Hypochondriasis, Depression, Hysteria, Psychopathic

Deviate, Paranoia, and Schizophrenia (Butcher & Williams, 1995).

While the other MMPI scales are described on a continuum from health to illness, only

Social Introversion is described as a double-sided continuum, with extremes of introversion and

extraversion at each end. Therefore, a healthy balance between the two extremes indicates an

absence of pathology (Butcher, 1995). While this continuum also identifies extreme

extraversion as pathological, this author would argue that naming this scale the Social

Introversion scale reveals a cultural bias against the 25-33% of the population who are

introverted (for more on the continuum, see Chapter 4).

Two articles in recent literature point out that Western personality measurement scales

must be adapted for use in other cultures (Butcher, Lim & Nezami, 1998; Cheung & Leung,

1998). Cheung, (1998) points out that, by Western standards, most Chinese participants will be

introverted, since cultural norms support introverted behaviors, and Keck (1999) uses the term,

ethnic introversion, to describe this aspect of Asian culture. The fact that there are biological

differences between ethnic groups raises further questions about Eysenck’s assertion that there

may be a physiological basis for introvert/extravert preference.

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Introversion is often used synonymously with “shyness.” In his original description of

psychological types, Jung describes the introvert as shy (1971), and one of the subscales (see

Appendix E) for Social Introversion on the MMPI-A focuses on shyness (Butcher & Williams,

1995). In the book, Shyness: What it is and what to do about it, Zimbardo (1990) presents a

different view by describing a shyness continuum in which introverts are on the “least shy” end.

Zimbardo makes a distinction between fear-based shyness, in which the individual would like to

be more outgoing but lacks the confidence and social skills, and introversion, in which the

individual may be fully capable of socializing, but chooses not to.

1.3 In favor of introversion

There are a few recent articles that are a little more favorable toward introverts. One

study (Whitehead, 1999) of high tech firms shows that introverts are better suited to work in

which socializing detracts from the business at hand. Extraverts find these jobs boring, while

introverts can better cope with the inherent isolation. In a study of call centers, Miller (1998)

found that extraverts are better at sales, while introverts are better at customer service.

Another work that focuses on the positive attributes of introversion is Discover the Power

of Introversion by Cheryl Card (1993). The first chapter of this little booklet begins with “It’s not

considered cool to be an Introvert” and ends with “It’s more than OK (to be an Introvert) There is

value to be appreciated and power to be discovered” (p.9). Card goes on to discuss the

contributions made to civilization by such well-known introverts as Abraham Lincoln, Thomas

Edison, Henry Ford, Albert Einstein, and George Washington.

In the Journal of Holistic Nursing, Dossey (1998) provides an interesting twist on

introversion. In her article, Dossey suggests that Florence Nightingale’s introversion was the

key to her ability to accomplish her life’s work, and the author goes on to say:

Introverts literally are closer to the eternal truths…[they] do not have their origin in personal experience; they are the universals, the shapes of thought that give pattern and meaning to the multiplicity of the external world. Because they flourish and draw strength from these inner realizations, introverts have an uncanny ability to follow their own path no matter what the adversity or how long it takes to

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accomplish their goals. They use their introverted time to prepare for extraverted activity (p. 10). This perspective is consistent with a distinction between extraverts, who acquire energy

by being with other people, and introverts, who recharge their energy stores through quiet

reflection. Conceivably, introverts could be tapping into universal energy and fueling the world

with it. In the book, The Celestine Prophecy, Redfield (1993) proposes that all interactions

between people are energy exchanges, based on power differentials. If the more vocal

extraverts drain power from introverts, it is no wonder that introverts hold themselves back from

social interactions -- they need to be alone to go back to the Source and recharge. It is also

through this holding back that introverts exert power over extraverts.

While these questions are fascinating, they hardly lend themselves to any form of

scientific research, since they border on theology. Since the literature indicates a subtle societal

discrimination in favor of extraverts, this warrants further exploration into how this may affect the

introvert’s experience in the workplace.

1.4 Personality tests in the workplace

The Myers-Briggs/MBTI literature (Barr, 1989; Bridges, 1992; Kroeger, 1988;

Kummerow, 1997; Myers, 1980) indicates that all types are of equal value and that the ideal

workplace will have a balance of all types. They add, however, that employers tend to hire

people whom they see as similar to themselves. While the majority of these authors do not

address the issue of using the MBTI as a pre-employment screening instrument, Kroeger (1992)

states:

A psychological instrument such as the Myers-Briggs Type Indicator was never intended to be used as the only criterion of employment. Ethically and even legally, using type as the basis for hiring or firing decision would be inappropriate. Legally companies and labor unions must determine what, if any, instruments or tests can be used by personnel…Finally, using type to fire—or not to hire or promote—someone could be seen as a form of discrimination…The bottom line in personnel is this: You are never hiring a type for a job. You’re hiring a person (p. 119, italics in original).

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Nadesan (1997) raises concerns about companies that do use the MBTI and similar

tests to screen employees in order to hire those with the type profile preferred by the employer.

Nadesan (1997) argues that hiring people based on personality rather than skills and

experience is discrimination under the guise of “suitability” for the position. In the author’s

personal experience, when applying for a job, she was told that all the candidates who “made

the cut” had the “peppy” personality the manager was looking for.

Nadesan’s (1997) concern about the issue of discrimination based on personality type is

affirmed by a number of recent articles that describe how to use personality tests to identify the

best candidates among job applicants or for considering individuals for promotion to

management positions (Church, 1996; Goodstein & Davidson, 1998; Kee, Johnson, Foley &

Harvey, 1996; Schafer, 1999). These authors all communicate, at various levels of subtlety, a

bias in favor of extraversion.

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1.5 Introverts in extraverted roles

Only one study that attempted to ask introverts themselves how they cope in an

extraverted world was identified in the literature review. In a quantitative study of how

introverted reporters cope in a profession that demands extraverted skills, Peters (1995) found

that the introverts studied:

preferred telephone and e-mail conversations over in-person communication

withdrew socially after stressful encounters

viewed themselves in an acting role in situations requiring an extraverted manner

chose job assignments that required lower levels of direct interaction with other people (pp. 38-47).

1.6 The purpose of this study

As we have seen from the literature, there are conflicting perceptions regarding the

nature of introversion. The purpose of the study was to examine further how introverts

experience work life in a society that values extraverted behavior. The Peters study cited

above (1995) provides an overview of coping strategies employed by introverts, but a qualitative

approach is required to examine the topic in more depth.

This topic has significance for introverted workers in all fields, who could benefit directly

from an in-depth look how the participants experience introversion. It would benefit managers

who work with introverts to learn how to best support them and how to optimize their

contributions in the workplace. Introverts, who comprise up to one-third of our population, often

have valuable insights that are never shared in their organizations, which makes them a

resource that goes largely untapped.

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CHAPTER 2

METHOD

The central question in the study was to gain insight into the experience of introverts

who are required to perform in the workplace in an extraverted manner. The question posed to

the participants was, “Can you tell me about a time when your work required that you behave in

an extraverted way, and what that was like for you?” The open nature of the question

encouraged the participants to describe both the cognitive (thinking) and experiential (feeling)

aspects of a concrete event.

2.1 Approach

A phenomenological approach was used by conducting tape-recorded interviews of two

participants, each 45 minutes in length. One of the interviews was conducted in the

participant’s home, and the other was conducted in the home of the researcher. These were

comfortable surroundings in both cases, and time was arranged so that no one else was at

home. An appropriate confidentiality statement and description of the project was provided just

prior to each interview.

During the interviews, the introverted participants were allowed adequate time to

process the question before responding. While the researcher intervened as little as possible to

avoid influencing the data, she occasionally asked supplemental questions in order draw out

additional information.

2.2 Participants

Participant #1 is a minister, and Participant #2 is an organization development

consultant. Both of these career choices require extraverted behaviors on a regular basis. Both

of the participants were middle-class white females who have lived in the San Francisco Bay

Area all of their lives. At the time of the interviews, Participant #1 was 57 years of age;

Participant #2 was 50.

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On the Myers-Briggs Type Indicator, P#1 and the researcher share the INFP

(Introverted, Intuitive, Feeling, Perceiving) personality profile. P#2 is INTJ (Introverted, Intuitive,

Thinking, Judging)(see Appendices B & C).

Both participants have a pre-established relationship with the researcher. In working

with introverts, the time necessary to establish new relationships at deep enough levels to

obtain the rich qualitative data required of a phenomenological approach would be beyond the

scope of the project.

2.3 Analysis procedure

Following the interviews the data was analyzed utilizing a phenomenological approach,

including the following steps:

1. Reading the transcribed copy to gain a sense of the whole experience described by each participant.

2. Dividing the text into meaning units to facilitate data analysis.

3. Transforming each meaning unit by removing the individual and concrete elements

of the experience in order to analyze the implications and meaning of the phenomenon from an organizational development perspective.

4. Synthesizing the findings in order to discover the essence of the phenomenon of

introverts responding to workplace tasks requiring extraverted behaviors, including any variations identified and the interrelationship between constituent parts.

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CHAPTER 3

RESULTS

This section presents the experience of introverts as they prepare for, live through, and

recover from workplace situations that require them to exhibit extraverted behaviors. A model

has been derived from the findings as described by two participants who work in fields that

traditionally require extraversion: Participant 1 (P#1) is a minister and Participant 2 (P#2) is an

organization development consultant. A table is presented for a convenient overview of the

constituents of the extraverted behavior, as experienced by the participants.

3.1 The four-phase cycle

Examination of the results of the study reveals a pattern that can serve as the basis for a

four-phase cycle that describes the process by which the introverted participants exhibit

extraverted behaviors in the workplace (see Figure 1).

Prepare: In this first phase, the participants use advance planning to exercise some

control over the event and minimize the need for spontaneity.

Experience: During the experience in extraverted mode, the participant plays the part of

extravert, using a carefully constructed façade. They may tap into introverted resources during

the experience, or may have difficulty switching back and forth.

Recover: Following the extraverted experience, the participants need to disengage from

others and have a rest period during which no critical thinking is required. During this time they

sleep or perform simple tasks.

Reflect: Following the recovery period, the participants analyze the extraverted

experience and integrate new insights into their knowledge base in order to improve their

performance of the extraverted role in the future. This transition from reflection to preparation

closes the loop to complete one cycle and begin the next.

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Figure 1 summarizes the cycle experiencedby the subjects when their roles in theworkplace call for extraverted behaviors.

Four phase cycle of the extraverted experience

3.2 Constituents of the cycle

Review of the data brought out into the open a number of factors which the participants

shared in common as they described an experience in the workplace in which they were

required to behave as an extravert. These constituents of the experience were grouped

together to generate the four-phase cycle described above. They are summarized in Table 1,

and are explained in more detail below.

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Table 1: Constituents of the four-phase cycle

PHASE

CONSTITUENTS

Prepare

Playing the part of an extravert: preparing to switch to a planned persona that includes being more outgoing and friendly than comes naturally.

Early preparation included observing others thought to be successful in the role to determine what behaviors others expect.

Advance planning serves to control the extraverted experience and minimize the need for spontaneity.

Experience

Maintaining a sense of distance from the group, not really part of them.

Using a non-directive leadership style

Must suspend the need to internally process what to say (which may be regretted during the reflection phase).

Uses introverted strengths when advantageous

Loosening of internal controls becomes easier with practice

When feeling unsafe, reverts to introverted mode: withdraws from participation in order to reassess and plan a new strategy

Recover

Exhausted. Feels drained of energy.

Feels unable to think clearly.

Needs time to disengage from others.

Sleeps, spaces out, or performs repetitive, mindless tasks

Reflect

Revises responses: “What I should have said.”

Integrates new learning with previous knowledge

Generates new and improved ideas, based on new understanding

Plans how to bring new ideas back to the group (returns to Preparation phase, which restarts the cycle)

3.2.1 Preparing for the extraverted experience

Playing a role

Both participants feel the need to construct an alternative persona in order to play the

part of an extravert when required to do so by a situation in the workplace. P#1 describes her

process of assuming the role of extravert in this way:

I would sort of shut off the introversion and act like I was very brave and courageous and outgoing. It took a lot of energy to do that…I still don’t know whether I really pulled it off or not but for me, I was being extraverted…but it was like acting.

P#2 sees her role as starting when members of the group enter the room. While she

would prefer to keep to herself, she believes that group participants expect someone in the role

of facilitator to be outgoing and friendly, so she shakes hands and makes an attempt to get

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acquainted. In order to maintain a consistent façade, she acts out the extraverted role when

she encounters her clients in a social situation as well.

Learning how to play the extraverted role is an acquired skill. P#1 learned it by

observing and imitating her two predecessors in the position, who were also introverted women.

P#2 learned to imitate extraverts in the same field, both men and women, whom she sees as

successful.

Advance Planning

In preparation for an extraverted experience, these introverts engaged in extensive

planning. Unlike a true extravert, they are not comfortable going into a situation in which they

will be responding completely off the cuff, although they recognize the desirability of appearing

spontaneous.

P#1 always delivers her presentations from notes she has prepared in advance. With

practice, she has been able to reduce her reliance on her notes. P#2 prepares for meetings by

creating her own expanded agenda, which adds detail to the outlined agenda she sends, in

advance, to all group members. The agenda provides a structure which serves as a measure of

control over what will happen during her extraverted experience by ensuring not only that she

will be well-prepared, but also that the participant’s expectations for the content of the meeting

will be limited to those areas for which she has been able to plan. When P#2 anticipates the

need for problem-solving or decision making during the meeting, she often prepares for the use

of visual aids (tables, diagrams, etc.) which shifts the focus away from herself as group

discussion leader and toward the systematic approach she has planned in advance.

3.2.2 Behaving as an extravert: the experience

Non-Directive leadership style

P#2 sees her role as that of group facilitator, rather than group leader, even if there is no

other leader figure present at the meeting. As such, she is responsible for supporting the group

process, or the flow of interaction between the group members as they conduct their business.

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She makes a distinction between group process and the content of the discussion. She does

not consider herself part of the group, and does not interject her own opinions about the topic at

hand, unless it is a matter of group process. While this approach is the commonly accepted

definition of meeting facilitation, P#2 believes that her introversion gives her an advantage over

extraverted facilitators who are more prone to sharing (perhaps even imposing) their own

opinions in the group.

P#1 presents options, but doesn’t feel it is her place to tell group members what to

believe or what to do. The structure of the organization creates distance between her and the

general membership of the organization by using staff to insulate her from direct access by

group members. Historically, the organization has never encouraged participatory leadership,

and there is no formal process in place to solicit feedback from the membership.

When P#1 gives a presentation, she reinforces the perceived distance between her and

the group by standing behind a podium. When she gets stuck trying to explain an unplanned

thought, as described above, it never occurs to her to ask the members of the group to help her

out – she feels that she is on her own with the struggle.

One of P#1’s responsibilities is to supervise the core staff of the organization. She

prefers a coaching or mentoring style of leadership and finds that she has great difficulty being

direct with her strong-willed subordinates:

As an introvert, I would sit and listen patiently and not make any kind of judgment and try to smooth things over very quietly…I would say, “Oh please won’t you do this…? It was really what I would consider a wimpy or wishy-washy attempt to try to persuade them…I think I was just trying to be too nice. And if I would say anything more directly like, “This is your job, you do it,” then I would internally get all upset, like I had made them angry at me—it would weigh on me.

Suspending internal processing

For both participants, playing the role of an extravert is not limited to external behavior.

It also involves giving up their usual mode of carefully considering incoming information before

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drafting a response – a response that may go through several drafts in the introvert’s mind

before it is actually delivered.

P#1 describes this as “just saying what comes,” and notes that she sometimes starts to

express a thought spontaneously, only to find herself at a loss for words because she has not

had the time to fully develop the thought, which may have come from an “intuitive and deep

place.” While she is speaking, she struggles with trying to process her ideas internally,

searching for just the precise words that will get the nuance of the thought across to her

audience. This sometimes makes her delivery slow and halting, which may lead some group

members to perceive her as “timid and shy.”

P#2 has the opposite problem: She describes getting “locked in” to extravert mode and

may say something without thinking that she regrets later. Both participants noted that the

loosening of their internal controls has become easier with practice. It appears that, for the

introvert, behaving as an extravert is an acquired skill.

Drawing on Introverted strengths

Both participants describe using their introverted attributes to their advantage during an

extraverted experience. P#1 sees that she can use her introversion to help group members

slow down their thinking, become still, quiet and reflective, and tap into their intuition.

For P#2, introversion helps her notice and call the group’s attention to disconnections in

their discussion. For example, she picks up on subtle clues that alert her when members are

using terms inconsistently; when they do not share a common understanding of what the terms

mean. She intervenes by setting up a systematic process by which the group can develop

shared definitions.

P#2 has also noticed that, probably because of her introversion, she is perceived as a

good listener. This helps group members to trust her and, because of that trust, they are more

willing to open up and express their true feelings and fears about topics that may put them at

risk.

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P#2 experiences the extraverted processing style of ”thinking out load” as fragmented,

resulting in gaps in group reasoning as they rush to a solution of a problem without integrating

all the relevant factors into a broad perspective. She says it is her introverted qualities that give

her the ability to make them see the relationships between issues. She does this by

establishing a methodical approach that slows down the group process in order to help

participants listen to each other better, which improves the final result.

Reverting to introversion when under stress

P#1 chose to describe an experience in which she received criticism for not behaving in

a more lively and energetic way in order to appeal to an important subgroup of the organization.

Her response to this stressor was one of withdrawal. Since she felt unsupported and insecure,

the criticism resulted in an unintended consequence: she become even more cautious and less

spontaneous, not only because it was her natural and more comfortable way of being, but also

because her energy levels are lower when she is coping with stress.

She responded to the criticism in writing rather than in a face-to-face encounter. She

prefers to write, especially in uncomfortable situations, because she can have control over her

response and think through carefully what she wants to say.

P#2 also withdraws from active participation with others when she is under stress:

I just get quiet, and let things move along of their own accord, because that’s the only place where I’m comfortable is with watching other people and synthesizing what’s going on. I get real quiet and revert to my “I”. I’m just inside trying to focus and regain a perspective and get reestablished and move it out of me and back to wherever they’re coming from.

While P#2 recognizes that this is not the best response for her in the role of facilitator, if

she feels under attack it may be the only way she can feel safe enough to maintain her

composure. During these times she may hand off the discussion to someone else for a while,

or move the group to a collaborative process that will buy her time to get back into extraverted

mode.

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3.2.3 Recovery from the extraverted experience.

Following an extraverted experience, both participants feel exhausted and need to

disengage from others. P#1 says she recovers by sleeping or by sitting down and “spacing

out.” In a similar vein, P#2 finds that she becomes “fried” and cannot perform tasks that require

mental focus. She adds that the time she needs for recovery is proportionate to the length and

intensity of the extraverted experience. Following a big event, such as a three-day retreat, she

may need to allow herself several days to recover.

3.2.4. Post-recovery reflection

Following the recovery period, the participants each describe a period of internal reflection

during which they internally debrief the extraverted experience. They construct improved

responses: “What I should have said,” and plan how to apply what they have learned from the

experience to future interactions.

P#2 uses this post-recovery period to integrate all the ideas discussed at the meeting in

order to improve the product:

It’s sort of like I have pieces of the puzzle during the meeting and then I take it, synthesize it, make my own puzzle pieces and bring it back and share it with folks – lead them through what my puzzle looks like and let them make the adjustments…over time, you come up with what the picture looks like, that everyone agrees on.

These introverts each use what they have learned during their period of reflection

in their preparation for the next extraverted encounter, which begins the four-phase cycle

anew.

Preference for Introversion

While both participants see that some aspects of their roles in the workplace require

them to emulate extraversion, they value their introversion, and view extraversion as having

several negative characteristics. P#1 sees extraverts as “bossy, judgmental, competitive people

who serve their own agendas.” She also feels that calling attention to oneself is a form of

arrogance.

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When P#2 finds herself “locked in” to extraverted mode, in addition to assuming the

desired extraverted characteristics, she also becomes more judgmental, which she considers to

be an extraverted trait. Both participants (in an expression of their reflective natures)

commented on the irony of their judging extraverts for being judgmental, and of judging

themselves for judging.

Although P#2 maintains the extraverted façade when engaged in social situations with

clients, she defends her “right to be myself” with her friends and family, and in social settings in

which clients are not involved. She clearly does not see her extraverted mask as a part of her

authentic personality.

While P#2 seems to have embraced and perfected her extraverted role, P#1’s

extraverted façade appears to be more limited in scope and versatility. While she can deliver

presentations and be sociable, she sees her need to be herself as a constant battle within her,

which interferes with her ability to meet the expectations others have of her in her role.

3.3 Embedded values

Since introverts tend to be analytical in their thought processes, the decision to behave

in an extraverted way is likely to be a conscious one. The introvert who has developed the

capacity to display extraverted behaviors in order to succeed in the work- place must sort

through two mind-sets, each with its own set of values (see Figure 2).

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.

When these values are in conflict, introverts must make a choice, based on what they

believe to be the most appropriate mode of operation for the situation at hand. When operating

in extraverted mode, introverts may find they temporarily lose their access to some of the

positive attributes of their introversion. That is, it may sometimes be difficult to switch back and

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forth during an interaction with others. For example, P#2 finds that when she is in extraverted

mode she voices her opinions in matters of group process. In order to do this, she cannot take

time to think through what she wants to say, so she sometimes says things she regrets later,

when she has time to reflect on them.

This could be called the dilemma of the good enough idea: In order to keep up their end

of a discussion, introverts must let go of their need to have their sentences precisely formed

with all of the nuances completely thought out. This is so difficult for many introverts that the

workplace never benefits from their ideas, which may be quite insightful.

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When I am in

introverted

mode

I take time to

analyze and

synthesize ideas

and concepts

I can

think through

what I plan to say,

and give my best

response

I am a better

listener and

observer

I am better able

to tap into

my intuition

I avoid being

bossy, arrogant

or judgemental

I am more

authentic

When I am in

extroverted

mode

I appear more

outgoing, friendly

and confident

I meet the

expectations others

have of me in my

role in the

workplace

I am a more

active participant

in discussions

and decisions.

I am more

flexible; more

able to change

approaches

"in the moment"

I am good at

helping the group

stay focused on

the task at hand

I am

playing a role,

which takes a lot

of my energy

Figure 2

EMBEDDED VALUES

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Both participants also describe times in which they find themselves able to use their

innate introversion as a strength, such as when the situation calls for good listening and

observing skills. Since the introvert places a value on not appearing bossy, arrogant, or

judgmental, they are seldom perceived as threatening. Participant #2 describes how she uses

this to her advantage when facilitating a group:

People trust me…People seem to know that I will protect them and not allow bad things to happen. At this meeting, I knew about half of the group fairly well, and at one point I took them through an exercise that said, “OK, this is what we say we want to do, …what are our barriers?… What are we afraid that could happen that would muck this up? … These folks actually got to the point where they were talking about the fear of having some of the folks in the room get together and manipulate the process against other folks…they obviously put it out there because they must have trusted that it was going to be OK.

3.4 Embracing the role

While extraverts could theoretically live their entire lives without making an effort to

develop their introverted sides, introverts in the workplace do not have that luxury. Many

introverts choose careers that will minimize the requirement for extraverted behaviors, such as

researcher, physicist, or novelist. The participants in this study chose careers that demand high

levels of extraverted behavior. P#2 seems to have accepted and even embraced the challenge

of her role as extravert, while P#1 experiences it as a “constant battle” between her need to be

herself and the ambivalence she feels about meeting the expectations of others. It may be

interesting to consider how the different contexts of their experience may have given rise to their

differing responses.

P#1 grew into her role in an organizational culture in which the minister was somewhat

insulated from the congregation by church staff, volunteers, prayer counselors, etc. This

created an environment in which the minister was allowed to be somewhat aloof. She expected

to give Sunday lessons, but also expected that the quiet, meditative style of delivery she learned

from her predecessors would continue to meet the needs of the congregation.

In other words, P#1 did not sign up to play the part of an extravert on a full time basis.

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She was led to believe that the extraverted requirements would be well defined and controllable.

She did not anticipate that an important group within the organization was hoping to create a

change in the culture: they wanted more lively presentations and more participation in decision-

making.

Collaboration had never been encouraged in the organization. Ironically, it was P#1’s

openness to input that brought about the hope of change among the group members. P#1’s

predecessors had occasionally received similar criticisms, but they completely ignored them.

When demands for extraversion exceeded her tolerance for it, P#1 felt unsupported and

began to harbor some resentment. She agreed that change was overdue, since many

members had moved on to churches that were livelier and had more of a sense of shared vision

and community. Her dilemma was that she did not feel she had the kind of extraverted energy

that would be needed to foster change. In the face of this conflict, she felt overwhelmed and

exhausted, and became physically ill. She resigned her position in order to recover and is now

in the process of developing an on-line ministry. She says she is looking forward to being able

to be somewhat anonymous, think through her responses carefully before posting them to her

website, and work at her own pace from the comfort of her home.

P#2’s choice of a career that would require her to behave as an extravert much of the

time was a conscious one. She knew what would be expected of her from the start. She

transitioned to her consultant career in mid-life and, while she appreciates her introverted

qualities, she has perfected her extraverted façade to such an extent that clients find it hard to

believe that she is introverted. The integration of her extraverted mode of operation with her

introverted tendencies seems to fascinate her, and she is up to the challenge.

While P#1 feels that drawing attention to oneself is a form of arrogance, P#2 accepts the

attention as necessary, but also employs strategies, such as collaboration, to deflect the

attention from her if she feels she is on the spot to come up with an answer before she has

thought it through. While open to the concept of collaboration, P#1 had no model for it in her

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workplace experience, and so it was not a part of her repertoire as she played out her

extraverted role.

In addition to the context of each participant’s experience, as described above, it is also

likely that P#1 is more highly introverted than P#2. This will be discussed in greater depth in the

following section.

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CHAPTER 4

DISCUSSION

4.1 Implications of the results

The major finding of the study is that the phenomenon of introversion and its influence

on the workplace are more complex than described in recent literature. There is a tendency for

extraverts to view introverts as shy, and either weak or aloof. As we have seen, the introverted

thought process is much more complex than these simplistic labels indicate.

While the author expected to find that introverts are less powerful than the more

gregarious extraverts, the findings show a strong sense of independence and an appreciation of

the quiet strength that comes with being introverted. The participants see the need to behave

as extraverts in their workplace roles, but they would not want to actually be extraverted.

4.2 Implications with respect to existing theory

Clearly the two professional women who participated in this study do not deserve to be

written off as having flawed personalities, as the MMPI might imply (see Appendix E)(Butcher,

1995). On the contrary, study results show that, not only are they able to compensate for their

introverted tendencies when needed, but they also use some elements of their introversion to

their benefit in the workplace.

The continuum of introversion-extraversion

As demonstrated by the two participants in this study, it appears that introversion is not

an all or none phenomenon, but should rather be thought of as being a continuum, as shown in

Figure 3, below. The extreme cases that might, indeed, be considered pathological, are shown

at each end of the continuum, as indicated by the MMPI descriptors.

A list of the descriptors for the MMPI’s Social Introversion is provided in Appendix E. It

is interesting to note that no equivalent diagnosis or list of descriptors for extreme extraversion

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is available in the same textbook (Butcher, 1995). It seems that the idea that one could be too

extraverted is an afterthought, rather than a diagnosis to be seriously considered.

Figure 3: The Continuum of Introversion-Extraversion

Shyness

(Zimbardo)

Introversion Extraversion

MMPI's

Social

Introversion

(Appendix D)

MMPI

Extreme

ExtraversionMyers-Briggs

Introverson

Myers-Briggs

ExtraversionParticipant #1

Participant #2

Unlike the MMPI, the Myers-Briggs preferences for introversion and extraversion are

considered normal personality preferences, and are placed on the continuum closer to the

center. While both participants in this study tested as introverts on the Myers-Briggs Type

Indicator, it is likely that P#1 is more highly introverted than P#2. This would provide an

additional reason for relative ease with which P#2 switches into her extraverted mode, while

P#1 finds it more challenging.

While both participants share preferences for introversion and intuition (see Appendices

B & C), the differences in the remaining parameters of their Myers-Briggs profiles also

contribute to their approach to exhibiting extraverted behavior. According to MBTI theory

(Myers et. al., 1980), as an INFP (Introverted, Intuitive, Feeling, Perceiving), P#1 uses her

intuition to deal with the outside world. As an INTJ (Introverted, Intuitive, Thinking, Judging),

P#2 calls upon her thinking function in her outer activities. This allows P#2 to show to her

consulting clients a persona that is logical, analytical and decisive. She can also be tough-

minded while remaining fair. She uses her introverted and intuitive strengths to process

information, but prefers to bring matters to a swift conclusion whenever possible.

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Based on her MBTI profile, P#1 is less decisive, preferring to leave her options open. In

complex situations, she considers all possibilities rather than drawing what she sees as

premature conclusions. She is more concerned about other people’s feelings than P#2 and will,

perhaps, be patient to a fault. While an in-depth analysis of the MBTI profiles is beyond the

scope of this study, it is clear that there are other factors at work besides the extent of each

participant’s introversion.

Introversion and shyness

Shyness is shown at the far end of the introverted side of the continuum (see Figure 3),

in deference to the commonly held belief that introversion and shyness are either synonymous

or that the difference is simply a matter of degree. Shyness is included in the continuum with

some reluctance on the part of this author. While some introverts may indeed be shy as well, a

subtle but clear distinction may be made between the two. This view was first identified by

Zimbardo (see page 9, above), and is supported by the capacity of the participants in this study

to display social skills that, by definition, are not in the repertoire of a shy person.

Both the shy person and the introvert may dislike parties during which the primary

activity is small talk with strangers, and both may appear to be unsociable. The distinction

comes from the motivation behind the behavior. The shy person may be anxious and

uncomfortable, while the introvert would simply prefer not to bother. Given the complexity of the

introverted thought process, and the exhaustion that introverts face during the recovery phase, it

makes sense that introverts may not want to make the effort to engage in a conversation that

has no significance for them (see Figure 4). Further study is indicated to explore the possibility

that shyness and introversion are similar, but separate phenomenon.

Recent literature and the four-phase cycle

The constituents of the four-phase cycle described in Chapter 3 supports Dossey’s

conclusion that introverts “…use their introverted time to prepare for extraverted activity” (see

page 6), as well as Peters’ findings: (1) that introverts view themselves in an acting role in

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extraverted situations and (2) that introverts withdraw socially after stressful encounters. P#1’s

preference for responding to criticism in writing rather than face-to-face is similar to Peters’

conclusion that introverted reporters prefer the telephone or e-mail to in-person interviews.

Peters found that introverted reporters also chose assignments that minimized the requirements

for extraverted behavior. In this study, participants used the Prepare phase to build controls into

the extraverted experience in order to minimize the need for extraverted spontaneity.

4.3 Implications for the workplace Is introversion a hidden disability that warrants the same kind of reasonable accommodation in

the workplace that one might give a dyslexic, or is it a valuable resource to be recognized and

tapped? It is both. Shakespeare says in Hamlet, (Act II, Scene II), “...there is nothing either

good or bad, but thinking makes it so...” (Staunton, 1979). Hamlet was trying to explain to his

classmates, the ill-fated Rosencrantz and Guildenstern that, while they did not agree that

Denmark was a prison, to him it was because he thought it so.* In much the same way, many

introverts are made to feel that they are imprisoned by their introversion, or at least that they are

somewhat odd, since they behave differently than the majority of the population. Introversion is

not actually a disability, but our social expectations and organizational structures can make it

seem so.

Mining for gold: Going after the introvert’s perspective

Just as we are now learning to value ethnic and cultural diversity in the workplace as a

potential strength rather than an obstacle, so should we learn to appreciate the gifts introverts

bring that often go unopened. The introverted participants in this study reveal a depth of

understanding and a breadth of perspective that unfortunately may be missed unless

mechanisms are put in place to draw them out.

______________________________________________________________________ *Hamlet shows the audience an example of introversion through the complexity of his soliloquies, in which the audience is allowed to eavesdrop on his deepest thoughts. Hamlet’s personality might well be identified with the alienated introversion outlined in Subscale Si3 of the MMPI (see Appendix E). This is consistent with the view taken by many scholars that Hamlet has been driven mad by his situation.

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Brainstorming sessions are a common way of gathering ideas in the workplace.

Introverts may have valuable insights to contribute yet, by the time they have planned

how to express an idea, the leader of the group has often moved on to the next topic. The

remedy for this problem could be as simple as allowing a few moments for “silent idea

generation” during which group members reflect on the topic and jot down a few notes prior to

the start of brainstorming. If the situation permits, introverts should be provided with the

brainstorming topics in advance.

Similarly, introverts are more likely to offer their ideas during regularly scheduled staff

meetings or committee meetings if they are provided with an agenda with

attachments that include background material about the issues to be discussed. These

should be made available several days prior to the meeting, to give the introverts the

opportunity to think through the issues in advance and come prepared to actively participate.

As this study shows, active participation in discussions takes much more effort for

introverts than it does for extraverts. Figure 4 demonstrates an example of what may go on in

the minds of the introverts in the group as they consider contributing to a discussion. The

complexity of their internal thought processing shows how much easier it is for introverts to

remain in a spectator role than to try to express their thoughts,

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Figure 4: The introverted thought process

The Introvert The Extravert

Why introverts take longer to respond...

Receives incoming information.Has thought. Asks self:

“Did I hear it correctly? What do I think he meant? What else could he have meant? How does this relate towhat I already know? What does my intuition tell me? Whatare my possible responses? Considering all available facts,what is my best response? Will it add value to theconversation? Considering our past relationship, what willthe impact of this response be on our future relationship? Who else will it effect? How much attention will thisresponse draw to me? Will I be expected to say more? Will I appear arrogant? “

Shares thought (...maybe).

Receives incoming information.Has thought.Shares thought.

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especially if the extraverts in the group set a pace that makes it difficult for them to get a word

in. It may take a concerted effort to create an opportunity for the introverts to share their

opinions.

It is also important that introverts be encouraged share their thoughts, even though they

may not be as completely developed as the introvert would like. This is risky business for an

introvert. If their less-than-perfect ideas are used as a basis for a fruitful discussion, they may

be inspired to offer more ideas in the future. If, however, their contributions are criticized or

discounted, they may be reluctant to make themselves vulnerable in this way again.

Creating space: Respecting the four-phase cycle

Just as the Americans with Disabilities Act calls for reasonable accommodations for

those in our society who have special needs, so should the workplace accommodate the hidden

minority of the workforce who are introverted. This could be as simple as making sure there is a

place they can go when they need time to think quietly.

The results of this study show that it is especially important to allow introverts the time

they need to prepare for and recover from an experience that requires them to behave as

extraverts. It would be unwise, for example, to ask an introvert to be responsible for leading

more than one major meeting on any given day, unless there are several hours in between.

During the period immediately following an extraverted experience, the introvert should be free

to choose simple tasks that do not require critical thinking. Employers who allow introverts to

telecommute on days when their physical presence is not required at the office are likely to find

that introverts are more productive when allowed to work from home. These accommodations

are a small price to pay for the valuable insights introverts have to contribute in the workplace, if

they feel supported in doing so.

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4.4 Limitations of the study

While this study has attempted to capture the essence of the experience of two

introverts functioning in extraverted roles, the small sample size makes it inappropriate to

generalize the results. The participants are both middle-aged, middle class, white females. It is

unknown how age, gender, race or socioeconomic status influenced the findings.

The researcher has a pre-established relationship with both participants. Since the

participants are both introverted, this brings an advantage to the interview process in that

introverts may be more slow to warm up to strangers than with someone they know and trust,

along with the possible risk that the preceding acquaintance with the researcher may have

biased the results. The fact that the research is also introverted may have contributed further

bias, as well as adding depth to the study.

As discussed above in Section 4.2, introversion is not an all-or-none phenomenon. It is

better viewed as a continuum between introversion and extraversion, with the ideal balance

falling somewhere near the middle. Differing degrees of introversion in the participants probably

influenced the results and, while this was discussed, it was not measured with a standardized

test instrument.

While the Extraversion/Introversion preference is considered a primary aspect of

personality, the integration of the other components of personality type identified by Jung and

Myers-Briggs undoubtedly had an impact on the results (see discussion, page 30). Without a

complete analysis of each participant’s MBTI component subscales (see Appendix D) there is

no way to know to what extent the results may have been influenced by these other traits, rather

than introversion per se.

One final limitation of the study comes from a subtlety of the introverted experience

itself. Introverts may find it difficult to distinguish the lived moment from their reflected version of

it. It could be argued, however, that since it is the reflected version that has the most meaning

for the introvert, in a sense it becomes merged with the lived moment.

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4.4 Implications for further study

The findings of this study provide some new insights into how introverts go about using

extraverted behavior to their benefit. It did not attempt to explain, however, what prompts some

introverts to choose careers that will require high levels of extraverted behavior. It is also not

clear why some introverts appreciate their introversion as a strength, while others see it as a

weakness. The need for further study of the relationship between introversion and shyness was

discussed previously (see page 31). Further study is needed to explore the impact of

bias against introverts in the workplace. For example, when more is known about how

prospective employers perceive introverts and the role these perceptions play in hiring

practices, introverts will be able to use that information to sharpen their interviewing skills.

The influence of culture and biology on personality preferences warrants more study. Is

there a gene for introversion that is more prevalent in Asians or is the higher introversion in

Asians simply a cultural preference? Does natural selection favor extraversion in Western

culture, resulting in a perpetuation of extraverted genes (heredity), or do extraverts simply teach

their children to be extraverted (environment)? In either case, how can two extraverts produce

an introverted child, and vice versa? With the development of the global economy, these

questions may become more than academic: understanding cultural differences will play a

significant role in the future success of many organizations.

Conclusion

It is hoped that the findings of this study will not only be used as the basis for future

research, but also will be put to use directly to benefit introverted workers and their co-workers.

An introvert who is aware of the four-phase cycle, embedded values, introversion-extraversion

continuum, and introverted thought process will be able to use them consciously, not only for

their own benefit, but for the good of their organizations as well. An extravert who is aware of

these findings will have a much better understanding of how to support their introverted

colleagues and also to reap the benefits of the different perspectives introverts have to offer.

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Since this is a small project, it by no means answers all of the questions about the

nature of introversion, nor does it solve the problems encountered by introverts in the

workplace. The hope is that this inquiry, albeit limited in scope, discloses some aspects of the

experience of introverts in extraverted work situations, and that this contributes to what is known

about the nature of introversion and its impact on the workplace.

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CHAPTER 5

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Jung, C. (1971). Psychological types. In J. Campbell (Ed.). The portable Jung. (p. 178-269). New York, NY: Penguin Books. Keck, D. (1999). A History of Christianity in Asia, volume 1, Beginnings to 1500. The Journal of Asian Studies, v. 58. pp. 465-466.

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Layman, E., & Guyden, J. (1997). Reducing your risk of burnout. The Health Care Manager, V. 15, pp. 57-99.

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Appendix A: Comparing Introverts to Extraverts

If you are an Extravert (E), you probably:

Tend to talk first, think later, and don’t know what you’ll say until you hear yourself say it; it’s not uncommon for you to berate yourself with something like, “Will I ever learn to keep my mouth shut?”

Know a lot of people and count many of them among your “close friends”; you like to include as many people as possible in your activities.

Don’t mind reading or having a conversation while there is other activity going on (including conversation or telephone or radio) in the background; in fact you may well be oblivious to this “distraction.”

Are approachable and easily engaged by friends, co-workers, and strangers, though perhaps somewhat dominating in a conversation.

Find telephone calls to be welcome interruptions; you don’t hesitate to pick up the phone (or drop in on someone) whenever you have something to say.

Enjoy going to meetings and tend to let your opinion be heard; in fact you feel frustrated if not given the opportunity to state your point of view.

Prefer generating ideas with a group than by yourself; you become drained if you spend too much time in reflective thinking without being able to bounce your thoughts off others.

Find listening more difficult than talking; you don’t like to give up the limelight and often get bored when you can’t participate actively in a conversation.

“Look” with your mouth instead of your eyes – “I lost my glasses. Has anyone seen my glasses? They were here a minute ago” – and when you lose your train of thought verbally “find” you way back – “now, what was I saying? I think it had something to do with this morning’s meeting. Oh, yes, it was about what Harriet said.”

Need affirmation from colleagues, superiors, and subordinates about who you are, what you do, how you look, and just about everything else; you may think you’re doing a good job, but until you hear someone tell you, you don’t truly believe it.

If you are an Introvert (I), you probably:

Rehearse things before saying them and prefer that others would do the same; you often respond with “I’ll have to think about that” or “Let me tell you later.”

Enjoy the peace and quiet of having time to yourself; you find your private time too easily invaded and tend to adapt by developing a high power of concentration that can shut out nearby conversations, ringing telephones, and the like.

Are perceived as “a great listener” but feel that others take advantage of and run over you.

Have been called “shy” from time to time; whether or not you agree, you may come across to others as somewhat reserved and reflective.

Like to share special occasions with just one other person or perhaps a few close friends.

Wish that you could get your ideas out more forcefully; you resent those who blurt out things you were just about to say.

Like stating your thoughts or feelings without interruptions; you allow others to do the same in the hope that they will reciprocate when it comes time for you to speak.

Need to “recharge” alone after you’ve spent time in meetings, on the phone, or socializing; the more intense the encounter, the greater the chance you’ll feel drained afterward.

Were told by your parents to “go outside and play with your friends: when you were a child; your parents probably worried about you because you liked to be by yourself.

Believe that “talk is cheap”; you get suspicious if people are too complimentary or irritated if they repeat something that’s already been said by someone else. The phrase “reinventing the wheel” may occur to you as you hear others chattering away.

Source: Kroeger & Thuesen. (1992). pp. 16-18.

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Appendix B: Overview of the eight Personality Preferences Extraverted Types (E)

Like variety and action

Tend to be faster, dislike complicated procedures

Are often good at greeting people.

Are often impatient with long slow jobs.

Are interested in the results of their jobs, in getting it done, and in how other people do it.

Often do not mind the interruption of answering the telephone.

Often act quickly, sometimes without thinking.

Like to have people around.

Usually communicate freely.

Introverted Types (I)

Like quiet for concentration

Tend to be careful with details, dislike sweeping statements.

Have trouble remembering names and faces.

Tend not to mind working on one project for a long time uninterruptedly.

Are interested in the idea behind their job.

Dislike telephone intrusions and interruptions.

Like to think a lot before they act, sometimes without acting.

Work contentedly alone.

Have some problems communicating.

Sensing Types (S)

Dislike new problems unless there are standard ways to solve them.

Like an established way of doing things.

Enjoy using skills already learned more than learning new ones.

Work more steadily, with a realistic idea of how long it will take.

Usually reach a conclusion step by step.

Are patient with routine details.

Are impatient when the details get complicated.

Are not often inspired, and rarely trust the inspiration when they are.

Seldom make errors of fact.

Tend to be good at precise work.

Intuitive Types (N)

Like solving new problems.

Dislike doing the same thing repeatedly.

Enjoy learning a new skill more than using it.

Work in bursts of energy powered by enthusiasm, with slack periods in between.

Reach a conclusion quickly.

Are impatient with routine details.

Are patient with complicated situations.

Follow their inspirations, good or bad.

Frequently make errors of fact.

Dislike taking time for precision.

Thinking Types (T)

Do not show emotion readily and are often uncomfortable dealing with people’s feelings.

May hurt people’s feelings without knowing it.

Like analysis and putting things into logical order. Can get along without harmony.

Tend to decide impersonally, sometimes paying insufficient attention to people’s wishes.

Need to be treated fairly.

Are able to reprimand people or fire them when necessary.

Are more analytically oriented – respond more easily to people’s thoughts.

Tend to be firm-minded.

Feeling Types (F)

Tend to be very aware of other people and their feelings.

Enjoy pleasing people, even in unimportant things.

Like harmony – efficiency may be badly disturbed by office feuds.

Often let decisions be influenced by their own or other people’s personal likes and wishes.

Need occasional praise.

Dislike telling people unpleasant things.

Are more people-oriented – respond more easily to people’s values.

Tend to be sympathetic.

Judging Types (J)

Work best when they can plan their work and follow the plan.

Like to get things settled and finished.

May decide things too quickly.

May dislike interrupting the project they are on for a more urgent one.

May not notice new things that need to be done.

Want only the essentials needed to begin their work.

Tend to be satisfied once they reach a judgment on a thing, situation, or person.

Perceiving Types (P)

Adapt well to changing situations.

Do not mind leaving things open for alterations.

May have trouble making decisions.

May start too many projects and have difficulty in finishing them.

May postpone unpleasant jobs.

Want to know all about a new job.

Tend to be curious and welcome new light on a thing, situation, or person.

Source: Myers & Myers. (1980). pp. 154-155.

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Appendix C: The sixteen personality profiles at work

ISTJ

Life’s natural organizers

ISFJ

Committed to getting the job done

INFJ

An inspiring leader and follower

INTJ

Life’s independent thinkers

ISTP

Just do it

ISFP

Action speaks louder than words

INFP

Making life kinder and gentler

INTP Life’s

conceptualizers

ESTP

Making the most of the moment

ESFP

Let’s make work fun

ENFP

People are the product

ENTP

Progress is the product

ESTJ

Life’s natural administrators

ESFJ

Everyone’s trusted friend

ENFJ

Smooth-talking persuaders

ENTJ Life’s

natural leaders

Source: Kroeger & Thuesen (1992). p. 404.

Key

E: Extraverted I: Introverted

S: Sensing N: iNtuitive

T: Thinking F: Feeling

J: Judging P: Perceiving

The four pairs of personality preferences give rise to 16 possible combinations, each with its own personality type. See Appendix B for more information about the individual preferences.

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Appendix D: MBTI Subscales

Extraversion

Initiating

Expressive

Gregarious

Participative

Enthusiastic

vs vs. vs. vs. vs. vs.

Introversion Receiving Contained Intimate Reflective Quiet

Sensing Concrete Realistic Practical Experiential Traditional

vs vs. vs. vs. vs. vs.

Intuitive Abstract Imaginative Inferential Theoretical Original

Judging Systematic Planful Early Starting Scheduled Methodical

vs vs. vs. vs. vs. vs.

Perceiving Casual Open-ended Pressure-prompted Spontaneous Emergent

Thinking

Logical

Reasonable

Questioning

Critical Tough

vs vs. vs. vs. vs. vs.

Feeling Empathetic Compassionate Accommodating Accepting Tender

Source: Quenk & Kummerow (1996).

Each preference within the four pairs described by the MBTI can be further described by five component parts. Components can be seen as opposite ends of a continuum between each member of the pair. For example, for the thinking/feeling pair, on a continuum between logic and empathy in decision-making, thinking types will prefer to be logical, while feeling types will prefer to be empathetic.

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Appendix E

Descriptors for Social Introversion on the MMPI-2

Socially introverted

More comfortable alone or with a few close friends

Reserved, shy, and retiring

Uncomfortable around members of the opposite sex

Hard to get to know

Sensitive to what others think of them

Troubled by lack of involvement with other people

Over controlled

Not likely to display feelings openly

Tends to be submissive and compliant

Compliant toward authority

Serious, reliable, dependable, cautious, conventional

Slow personal tempo

Rigid, inflexible in attitudes and opinions

Having difficulty making even minor decisions

Tends to worry and feels guilty easily

Subscales for Social Introversion on the MMPI-A

Si 1: Shyness/Self-Consciousness Difficulties meeting or talking to others Shy, bashful Social anxiety Uncomfortable at parties Denies being sociable

Si 2: Social Avoidance Dislikes parties, socials, or dances Dislikes and avoids crowds

Si 3: Alienation – Self and Others Lacks self-confidence Distrusts others’ motivation Easily overwhelmed by difficulties Concentration or memory problems Disappointed by others Impatient with others Ruminates Desires to be as happy as others

Source: Butcher & Williams. (1995) pp. 95 & 258.