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I en tid då de utåtriktade värderas högst tar Susan Cain ställning för de mer introverta personligheternas betydelse. Tyst är en både vetenskaplig och personlig bok som målar upp bilden av ett samhälle som i alla sammanhang hyllar den extroverta, vältaliga, oblyga och socialt kompetenta personen. Samhället undervärderar de lågmälda personligheterna, men faktum är att de introverta ofta är en tillgång för gruppen. Att vara introvert är inte detsamma som att vara blyg. Det handlar istället mer om var man hämtar energi. Extrovertapersoner stimuleras av sällskap och kontakt, medan introverta behöver avskildhet och lugna stunder. Tyst har blivit en internationell succé och rättigheterna är sålda till 30 länder. Susan Cains TED-talk har setts av över två miljoner människor och är ett av Bill Gates favoriter! [Elib]… (mer)
Highly recommended for anyone who thinks they are weird because they don’t like being around people. This book explains the diversity of human nature and how so much of the external world is built just for the loud people. It will make you realize you’re not that weird after all. ( )
Too much anecdote and not enough fact. The author did cite studies but often in a way that was just too far-fetched. For example, the study about different types of people listening to music at different volumes mentions decibels without any explanation of the exponential scale so I suspect the author didn't even appreciate how her comments were too hard to swallow.
Too much padding. She describes walking into people's offices, what they were wearing, what was on their walls, etc. Who cares? Get to the point already! Remove all this unnecessary verbiage and the book could have been 50 pages and covered the material just as well. ( )
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A species in which everyone was General Patton would not succeed, any more than would a race in which everyone was Vincent van Gogh. I prefer to think that the planet needs athletes, philosophers, sex symbols, painters, scientists; it needs the warmhearted, the hardhearted, the coldhearted, and the weakhearted. It needs those who can devote their lives to studying how many droplets of water are secreted by the salivary glands of dogs under which circumstances, and it needs those who can capture the passing impression of cherry blossoms in a fourteen-syllable poem or devote twenty-five pages to the dissection of a small boy's feelings as he lies in bed in the dark waiting for his mother to kiss him good night. . . . Indeed the presence of outstanding strengths presupposes that energy needed in other areas has been channeled away from them.
- Allen Shawn
Dedikation
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To my childhood family
Inledande ord
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[Introduction] Montgomery, Alabama. December 1, 1955.
[Author's Note] I have been working on this book officially since 2005, and unofficially for my entire adult life.
The date: 1902. The place: Harmony Church, Missouri, a tiny, dot-on-the-map town located on a floodplain a hundred miles from Kansas City.
[Conclusion] Whether you're an introvert yourself or an extrovert who loves or works with one, I hope you'll benefit personally from the insights in this book.
[A Note on the Dedication] My grandfather was a soft-spoken man with sympathetic blue eyes, and a passion for books and ideas.
[A Note on the Words Introvert and Extrovert] This book is about introversion as seen from a cultural point of view.
Citat
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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.
Avslutande ord
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Lewis Carroll was an introvert, too, by the way. Without him, there would be no Alice in Wonderland. And by now, this shouldn't surprise us.
I en tid då de utåtriktade värderas högst tar Susan Cain ställning för de mer introverta personligheternas betydelse. Tyst är en både vetenskaplig och personlig bok som målar upp bilden av ett samhälle som i alla sammanhang hyllar den extroverta, vältaliga, oblyga och socialt kompetenta personen. Samhället undervärderar de lågmälda personligheterna, men faktum är att de introverta ofta är en tillgång för gruppen. Att vara introvert är inte detsamma som att vara blyg. Det handlar istället mer om var man hämtar energi. Extrovertapersoner stimuleras av sällskap och kontakt, medan introverta behöver avskildhet och lugna stunder. Tyst har blivit en internationell succé och rättigheterna är sålda till 30 länder. Susan Cains TED-talk har setts av över två miljoner människor och är ett av Bill Gates favoriter! [Elib]
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