The fourth in a short series on managing change and reviewing the problems associated with changing established routines and procedures.
Research shows us that the proportion of introverts to extraverts is roughly the same in different parts of the world. That being said, externalised behaviour - the way you appear towards others - is more extraverted say in the US than in Northern Europe or Japan.
This process is known as adaptive extraversion and when you think about it, not surprisingly, people do generally adapt to their surroundings. Yet, that does not stop introverts from getting steamrollered by the louder voices of the extraverts in some organizational cultures.
Most management advice tells you of the importance of networking and self-promotion if you want to get ahead, but the fact is, such activities are harder for introverts. Before we go further, if you do self-identify as an introvert, Susan Cain wrote a great book dealing with many of these issues called "Quiet: The Power of Introverts in a World That Can't Stop Talking" (2012).
As someone leading or heavily involved in a change project, wherever your physical location may be, you will encounter introverts who, even when putting on a brave face to the outer world, are going to be more reserved with their opinions. Being both more difficult to engage with and probably more time consuming to deal with too, their input is often under-represented, and yet winning them over is crucial for effective change management. Because they are more innerly thoughtful than extraverts, introverts hold back their thoughts and comments, particularly in public places. And as we’ll mention again later, that is why getting written feedback from all those impacted by change has such an important role to play.
Given the fast pace of the world of technology, it is all too easy for more introverted personalities to be misinterpreted, even in school settings. Their way of processing change internally, is linked to their hesitation in expressing concerns openly. Unlike extroverts, who may verbalize their reactions immediately (thinking with their mouth open, as some say), introverts reflect deeply before responding, and this can all too easily be misinterpreted as resistance or disengagement. The well-known American journalist and author, Joan Didion, was famously introverted, saying: “I write entirely to find out what I'm thinking, what I'm looking at, what I see and what it means. What I want and what I fear.”
Sometimes, the conversation might have moved on before the introvert has their considered comments ready, so... an important lesson is to get written input and feedback, balancing out noisier, more spontaneous comments with some quieter, more considered voices. What can be problematic is that traditional change management methods favour extraverts, relying heavily on group discussions, brainstorming sessions, town hall meetings and fast-paced decision-making. Prioritizing collaboration, open communication and quick adaptation sounds great, but these approaches tend to favour extraverted behaviours and vocal participation.
Introverts will find such settings overwhelming, leading them to withdraw rather than contribute, and believe me, this is a bad thing because if their concerns and insights are overlooked, the consequences can severely impact the smooth implementation of new procedures.
The faster the speed of organizational changes, the more stressful and exhausting it can be for introverts, who often value stability and predictability. While extroverts may seek support from colleagues during such transitions, introverts navigate uncertainty internally, which can increasing levels of anxiety and slowing their adjustment process.
So what’s to be done? To better manage introverts during change, we need to offer structured, clear communication, allow for written feedback (third mention), provide quiet spaces for reflection time and implement one-on-one check-ins.
And... if you are more of an extravert by nature, don’t automatically assume that certain people are being negative or being especially resistant, when it may just be that they are introverts, who simply process change differently. They may need a bit more time from you, the change manager, but it is time well spent, improving engagement and ensuring a smoother transition for all personality types.
In summary, introverts process change differently and require a more nuanced approach to ensure their engagement and effectiveness in times of transition. They thrive on reflection rather than immediate reaction and need time to absorb information, process the implications and formulate responses before engaging in discussions.
Fast-paced meetings and group sessions may lead them to struggle to contribute their insights in real time so; provide written updates, structure Q&A sessions accordingly and give introverts opportunities for asynchronous input, allowing them to participate meaningfully without the pressure of immediate verbal engagement. Creating diverse communication channels such as surveys, written feedback options, or small-group sessions helps maintain a balanced and inclusive approach to managing change effectively.
By valuing introverted strengths and adjusting strategies as and when appropriate, organizations can achieve smoother transitions and a more sustainable adoption of change. Recognizing introverts as key contributors to change initiatives is worthwhile. They are often deep thinkers, good strategic planners and insightful problem solvers, but if you are not careful, their voices may be overlooked in predominantly group-dominated settings.
Fun Fact: The terms "extravert" and "introvert" were coined by Carl Gustav Jung in his 1921 book Psychological Types. ‘Extravert’ is the original spelling but ‘extrovert’ has admittedly become the more mainstream spelling these days.
(4 of 6 part series - Change Management)