Ignite the innovative power of introverts

Ignite the innovative power of introverts

Our workplaces operate on an 'extrovert bias', assuming that the best talkers have the best ideas and thus can innovate better. Favouring constant interactions and over-sharing, its almost like innovation is the exclusive realm of charismatic extroverts. But is creativity all about being gregarious and putting on a show?

What about those introverts who embrace solitude, don't speak up often and feel drained by being with people? Is their quietude, inward-looking and reflective stance reason enough to undervalue their creative potential?

Sadly, the current mindset concentrates solely on extroverts. The tendency is to herd together as many people as possible, corralling them in forced brainstorming and Collaboration sessions. Welcome to the new 'Group Think'!

Yet, the fact is that the largely-discounted introverts hide great talent and innovative power as well. Susan Cain, author of Quiet: The Power of Introverts in a World That Can't Stop Talking and a self-professed introvert exclaims, "[Introverts are] too often discounted because of an attribute that goes to the core of who they are, but poised on the edge of great change."

In her path-breaking New York Times article, 'The Rise of the New Groupthink', she further points out, "Research strongly suggests that people are more     % creative when they enjoy privacy and freedom from interruption."

She adds, "Studies suggest that many of the most creative people are introverts, and this is partly because of their capacity for quiet. Introverts are careful, reflective thinkers who can tolerate the solitude that idea-generation requires." Think Newton, Van Gogh, Jesus, Buddha to name a few.

The question is not whether introverts are better innovators than . extroverts or vice versa. Both may possess creative ideas, but it is just that the more outgoing employees are prone to passionately jump up, wave their arms and proclaim grandiose brainwaves while the quieter ones find it difficult to express even their most ingenious suggestions. Their very nature holds them back; they are not very comfortable with opening up and sharing their thoughts.

On the other hand, the same extroverts are reluctant to listen to others' ideas and ignore them

blindly while the introverts are more receptive - they listen carefully and openly I accept others' proposals.

And with these introverts making up almost half of workforce at anytime, does it still make business sense to disregard their creative potential? With the best artists, inventors and innovators preferring to work alone, a critical objective for organisations I should be to help their introverted staff become innovative and competitive.

Fostering the lone inventor I

Introverts can come up with creative ways to solve I problems, improve procedures, meet customer 1 needs, create new products I and in short, make the        I organisation successful. But one cannot simply ask them to change their behaviour and open up. It's up to the management to devise ways to exploit their creativity   Iand maximise their inherent value.

The best way to help introverts innovate is ironically, to leave them alone! Yes, these people crave privacy and autonomy and are most creative when they are by themselves or working in silence. So let them go off on their own as uninterrupted solitude is what will fuel their thinking cells. As Picasso observed, "Without great solitude, no serious work is possible."

But how do you give them space in today's open plan offices or overlapping cubicles at best? If personal workspaces and closed doors are not possible, at least afford them the privilege of meeting rooms, break rooms or just comfortable corners where they can sit alone and think. Ensure to minimise interruptions as far as possible.

Accept that introverts cannot be forced to participate in traditional brainstorming sessions as they prefer to fade in the background. Design befitting styles and techniques to get the best out of them - like making smaller groups or pairs, if not leaving them alone. Or let technology come to the rescue. Using an intranet, internal social networking page or productivity software where people can share ideas online can get many introverts to 'speak up'.

Some introverts may still be reluctant to share their ideas on their own. Managers have to draw them out in a subtle and delicate manner. Prompt them to open up and air their thoughts with comfortable questions so that they don't feel backed into a corner. And when it comes to the implementation part, do enable them to come together in thoughtfully-managed collaborative groups rather than competitive ones.

Don't forget to capitalise on the introverts' introspective and listening skills as well. They are skilled at thoroughly analysing the quality of others' ideas, rationally thinking through the ramifications and cautiously working at best/worst-case scenarios. Apart from evaluating the feasibility, they can also ask the right questions to bring out the innovative ideas of others!

To sum up, in the words of the largely-ignored other crucial figure in Apple's creation - a kindly, introverted engineering wizard, Steve Wozniak, "I'm going to give you some advice that might be hard to take. That advice is: Work alone... Not on a committee. Not on a team!"