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The Power of Introverts: A Manifesto for Quiet Brilliance: Scientific American

In our society, the ideal self is bold, gregarious, and comfortable in the spotlight. We like to think that we value individuality, but mostly we admire the type of individual who’s comfortable “putting himself out there.” Our schools, workplaces, and religious institutions are designed for extroverts.

Many introverts feel there’s something wrong with them, and try to pass as extroverts. But whenever you try to pass as something you’re not, you lose a part of yourself along the way. You especially lose a sense of how to spend your time. Introverts are constantly going to parties and such when they’d really prefer to be home reading, studying, inventing, meditating, designing, thinking, cooking…or any number of other quiet and worthwhile activities.

According to the latest research, one third to one half of us are introverts – that’s one out of every two or three people you know. But you’d never guess that, right? That’s because introverts learn from an early age to act like pretend-extroverts.

It’s never a good idea to organize society in a way that depletes the energy of half the population. We discovered this with women decades ago, and now it’s time to realize it with introverts.

This also leads to a lot of wrongheaded notions that affect introverts and extroverts alike. Here’s just one example: Most schools and workplaces now organize workers and students into groups, believing that creativity and productivity comes from a gregarious place. This is nonsense, of course. From Darwin to Picasso to Dr. Seuss, our greatest thinkers have often worked in solitude, and in my book I examine lots of research on the pitfalls of groupwork.

When you’re working in a group, it’s hard to know what you truly think. We’re such social animals that we instinctively mimic others’ opinions, often without realizing we’re doing it. And when we do disagree consciously, we pay a psychic price.

Take the example of brainstorming sessions, which have been wildly popular in corporate America since the 1950s, when they were pioneered by a charismatic ad executive named Alex Osborn. Forty years of research shows that brainstorming in groups is a terrible way to produce creative ideas. The organizational psychologist Adrian Furnham puts it pretty bluntly: The "evidence from science suggests that business people must be insane to use brainstorming groups. If you have talented and motivated people, they should be encouraged to work alone when creativity or efficiency is the highest priority."

This is not to say that we should abolish groupwork. But we should use it a lot more judiciously than we do today.

One big one is the notion that introverts can’t be good leaders. According to groundbreaking new research by Adam Grant, a management professor at Wharton, introverted leaders sometimes deliver better outcomes than extroverts do. Introverts are more likely to let talented employees run with their ideas, rather than trying to put their own stamp on things. And they tend to be motivated not by ego or a desire for the spotlight, but by dedication to their larger goal.

Is there any relationship between introversion and creativity? Yes. An interesting line of research by the psychologists Mihaly Csikszentmihalyi and Gregory Feist suggests that the most creative people in many fields are usually introverts. This is probably because introverts are comfortable spending time alone, and solitude is a crucial (and underrated) ingredient for creativity.

I also have a lot of other introvert characteristics, like thinking before I speak, disliking conflict, and concentrating.

In our culture, snails are not considered valiant animals – we are constantly exhorting people to “come out of their shells” – but there’s a lot to be said for taking your home with you wherever you go.