quiet-the-power-of-introverts-in-a-world-that-cant-stop-talking-susan-cain
loved in part because HP made it soeasy to chat with others. Every day at10:00 a.m. and 2:00 p.m. managementwheeled in donuts and coffee, andpeople would socialize and swap ideas.What set these interactions apart washow low-key and relaxed they were. IniWoz, he recalls HP as a meritocracywhere it didn’t matter what you lookedlike, where there was no premium onplaying social games, and where no onepushed him from his beloved engineeringwork into management. That waswhat collaboration meant for Woz: theability to share a donut and a brainwavewith his laid-back, nonjudgmental,poorly dressed colleagues—whominded not a whit when he disappearedinto his cubicle to get the realwork done.282/929
PartTWOYOUR BIOLOGY, YOUR SELF?
- Page 231 and 232: According to a 2002 nationwide surv
- Page 233 and 234: Williams also identifies leadership
- Page 235 and 236: The New Groupthink did not arise at
- Page 237 and 238: CFO of the social marketing firm Mr
- Page 239 and 240: year, and asked them to devise a ne
- Page 241 and 242: They found a striking differenceamo
- Page 243 and 244: knowledge that are just out of your
- Page 245 and 246: people’s lives and were “among
- Page 247 and 248: No one would choose this sort ofpai
- Page 249 and 250: And in contemporary workplaces, the
- Page 251 and 252: correlation to outcome. Programmers
- Page 253 and 254: about coworkers eavesdropping onthe
- Page 255 and 256: environment that people would hatet
- Page 257 and 258: Thursdays,” one day a week in whi
- Page 259 and 260: If personal space is vital to creat
- Page 261 and 262: 261/9291. Don’t judge or criticiz
- Page 263 and 264: Manufacturing (otherwise known as3M
- Page 265 and 266: increases: groups of nine generate
- Page 267 and 268: group performed much better than it
- Page 269 and 270: participants would do better in pub
- Page 271 and 272: conform. What was going on in themi
- Page 273 and 274: decision-making. But when they went
- Page 275 and 276: that they had arrived serendipitous
- Page 277 and 278: population density is correlated wi
- Page 279 and 280: hours—not the eight, ten, or four
- Page 281: many casual, chance encounters as p
- Page 285 and 286: dries up and I can’t get any word
- Page 287 and 288: seminar for his entire executive te
- Page 289 and 290: my anxiety, but over the years I’
- Page 291 and 292: For one of those studies, launched
- Page 293 and 294: robot. At seven, they were asked to
- Page 295 and 296: be a scientist. “Like … other f
- Page 297 and 298: temperature, and other properties o
- Page 299 and 300: introverts—just the opposite—bu
- Page 301 and 302: limbs (or staying calm) in response
- Page 303 and 304: castles—he’ll often concentrate
- Page 305 and 306: thin body and narrow face. Such con
- Page 307 and 308: share only 50 percent of their gene
- Page 309 and 310: day in a foreign city, but I love t
- Page 311 and 312: Kagan ushers me inside his office i
- Page 313 and 314: family goes to the beach every week
- Page 315 and 316: high-reactive nervous system. One t
- Page 317 and 318: Kagan tells me about the time hewat
- Page 319 and 320: like asking whether a blizzard is c
- Page 321 and 322: “The university is filled with in
- Page 323 and 324: extremely low-reactive kids? Often
- Page 325 and 326: According to Jay Belsky, a leadingp
- Page 327 and 328: it’s becoming the leader of their
- Page 329 and 330: Stephen Suomi, the scientist whocon
- Page 331 and 332: focuses on problems and pathology.
loved in part because HP made it so
easy to chat with others. Every day at
10:00 a.m. and 2:00 p.m. management
wheeled in donuts and coffee, and
people would socialize and swap ideas.
What set these interactions apart was
how low-key and relaxed they were. In
iWoz, he recalls HP as a meritocracy
where it didn’t matter what you looked
like, where there was no premium on
playing social games, and where no one
pushed him from his beloved engineering
work into management. That was
what collaboration meant for Woz: the
ability to share a donut and a brainwave
with his laid-back, nonjudgmental,
poorly dressed colleagues—who
minded not a whit when he disappeared
into his cubicle to get the real
work done.
282/929