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But in addition to the main types of temperament, people are also divided depending on psychological characteristics into two types: and .

In most cases, already from early childhood, a person can be attributed to one type or another and find out what type your child belongs to - an introvert or an extrovert.

Introverts feel empty when their physical space is invaded.
If they are among people, this in itself takes away energy from them, even if they do not interact with anyone.
Marty Olsen Laney. Invincible Introvert

Introvert child: character traits

- people who do not need others to replenish their spiritual energy. They are fueled by sleep, spiritual food (music, films, art) and may well do without communication for a long time. Energy is directed inwards own feelings and experiences.

Among children there are obvious introverts. For the correct selection of methods of education, parents need to know what type their child has. You can notice the features of an introvert in the very early age even in the first year of life.

Here are some tell-tale signs of an introverted child:

Such children are not disposed to communicate with their peers. Sometimes it can even be a burden for them. They treat loneliness normally, they don’t worry about it.
If the child is very small, he may refuse to go into the arms of strangers. Also, most likely, she will burst into tears with too close attention of the crowd, for example, at a holiday.
Lack of communication breeds insecurity. Such children are also excessively touchy.
They quickly get tired at mass events, ask to go home throughout the holiday.
Often creative personalities. They have a vivid imagination, draw well. They can spend a long time doing this activity, even alone.

Noticing such traits in your child, you should not sound the alarm. These are features of the psyche and are not a deviation.

A child who does not run to play in a crowd of children, but spends time with toys, most likely does not need a huge amount of communication, he is interested in himself. This is normal, and you should not push him to the playground with the guys if the baby does not want it. When onslaught an introverted child can withdraw into himself.

Introvert child: how to educate?

Introvert children are often silent, keep everything to themselves, but if they can trust a person, they become interesting interlocutors and attentive listeners. They are calm, and thanks to perseverance, they achieve academic success more easily than extroverts.

New acquaintances cause stress in children-introverts. That's why parents should prepare the introverted child in advance for changes in the situation.
Parents should treat such a child more carefully. If there is a trip to an unfamiliar place, it makes sense to tell the baby about the upcoming event, discuss who he can meet there. Tell why friendship is needed and how beautiful it is.
Introverted children are in dire need of personal space.. Parents should respect the desire of the child to have a secluded corner where he can be alone with himself and his thoughts. You should also be careful with the personal belongings of the baby. They mean a lot to such a child.
It is also important at first to help the child communicate with other people, until he has gained the ability to find mutual language. It may be necessary, for example, to bring the baby to other children on the playground and introduce them.
Do not force the child to speak when he wants to be silent. Introverts restore their vital energy by being inside themselves. And they spend by interacting with people. Therefore, it is quite possible that returning from a noisy holiday, the baby will be silent and will not rush to talk about his impressions. Do not confuse this with sullenness. Reluctance to speak does not mean that the child had a bad day, just that he spent too much energy, and now he needs to restore them.
An introvert child does not get used to new situations right away.. It is necessary to respect his desire to get comfortable in a new team or environment. Having come to visit, let him play a little on the sidelines if there are many unfamiliar children in the company. Having got used to it, it will join the atmosphere. The main thing for mom is not to exert pressure during such a “distance”.

Without proper moral rest, communication brings unpleasant sensations to introverted children, exhausting them.

Conclusion

Don't worry if your child is an introvert. With the active help of parents, over time, the baby will acquire the necessary communication skills. And the talents that introverts are rich in will find expression in creativity.

It is worth encouraging independence in such children, helping them in every possible way in unfamiliar situations, and also nurturing their interest in society. It is important for parents to become a reliable support for such a child in an unfamiliar world.

Great artists, psychologists, writers and designers grow out of introverts, as well as wonderful true friends!

Year of publication : 2016
Author : Dan Heath, Chip Heath
Genre or subject: Psychology, self-improvement
Publisher: Mann, Ivanov and Ferber
ISBN: 978-5-000100-146-1
Russian language
Format : PDF, FB2
Quality : Publisher's layout or text (eBook)
Interactive table of contents: Yes
Number of pages: 317

Description
People tend to go to extremes. Even Zemfira had no idea about such a strange plot. Sometimes, we make decisions with lightning speed - because we are too sure that we are right. We automatically select those facts that support our decision and ignore those that may contradict it. We are deluded by momentary emotions.
And here is another case - we can suffer for weeks, months and even years and put off an important decision, being afraid to make a mistake. We go in circles: arguments for - doubts - fears - arguments against - we still need to think ...
Psychological research has long shown that when it comes to making choices, our brain is an imperfect tool: it gets in the way of prejudice, irrational considerations, and even intuition.
Unfortunately, simply knowing about these problems is not enough to solve them. You won't see better just because you know you're nearsighted, will you?
In this book, the authors offer a simple four-step process to avoid common thinking pitfalls. After reading it, you will learn: How to stop the vicious circle of indecision when we think over the same decision over and over again?
How to make group decisions without intrigue?
How can you avoid overlooking valuable opportunities in your decision-making process? Thinking Pitfalls offers a fresh perspective and practical tools for making informed decisions every day. After all, a lot can depend on the right decision at the right time.
Who is this book for?
For the indecisive and for those who are inclined to chop off the shoulder.
Objectively for everyone - after all, we make important decisions not only at work, but also in everyday life.
book chips
- The book has a pronounced therapeutic effect: as you read it, you want to solve everything unresolved, and in the best possible way.
- The topic of decision-making is more relevant than ever in today's fast paced world. But before The Pitfalls of Thinking, there was not a single notable publication on this topic.
- Immediately after the release, this book went to key bestseller lists: Amazon, The New York Times and The Wall Street Journal

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Dan Heath, Chip Heath - The Pitfalls of Thinking. How to make decisions you won't regret

Chip Heath, Dan Heath

Traps of thinking. How to make decisions you won't regret

Chip Heath and Dan Heath

Decisive

How to Make Better Choices in Life and Work

Published with permission from Chip Heath and Dan Heath c/o Fletcher & Company and Andrew Nurnberg Literary Agency

All rights reserved. No part of the electronic version of this book may be reproduced in any form or by any means, including posting on the Internet and corporate networks, for private and public use, without the written permission of the copyright owner.

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

Flexible mind

Carol Dweck

The art of explaining

Lee LeFever

Emotional intellect

Daniel Goleman

Dedicated to our wives Susan and Amanda, these are the best decisions we've ever made.

Introduction

Shannon, the head of a small consulting firm, is agonizing over whether or not she should fire CIO Clive. For the past year, Clive has done nothing more than the bare minimum. He is not at all devoid of talents: he is smart, knows how to come up with economical solutions to technical problems, but very rarely takes the initiative. Worse, he has a bad relationship with his colleagues. During meetings, he often criticizes the ideas of others, sometimes quite caustically.

Unfortunately, the loss of Clive will cause short-term problems, because he knows better than anyone how to maintain the company's customer database.

What would you suggest? Dismiss or not?

IF YOU CONCENTRATE in those few seconds while thinking, you will be amazed at how quickly your opinion began to form. Most of us, when we think about Clive's situation, will feel informed enough to begin giving advice. Maybe you would advise Shannon to fire Clive or, on the contrary, give him another chance. But most likely, you would not feel any confusion.

“The wonderful aspect of mental activity is that we rarely feel embarrassed,” said Daniel Kahneman, psychologist, Nobel Prize in Economics for exploring the ways in which human decisions deviate from the strict rationality favored by economists. In the fascinating book Thinking, Fast and Slow, Kahneman writes about the ease with which we draw conclusions: “The normal state of our mind means that you have an intuitive opinion about almost everything that comes along the way.

People begin to like or dislike you long before you get enough information about them. Without knowing why, you trust or distrust strangers, or, without doing any analysis, you simply feel that the enterprise will certainly be successful ”(1).

Kahneman says we are jumping to conclusions because we are giving too much great importance information available to the eye and do not pay attention to what is hidden from the eye. He puts it this way: "What I see is all that is here." In keeping with Kahneman's visual metaphor, we'll talk about the "spotlight" effect (remember how a spotlight in a theater focuses our attention on what hits a cone of light).

The above situation with Clive is an example of the spotlight effect. Having received information - and it is minimal: he is not proactive, does not communicate well with people, and the boss can kick him out - we immediately began to draw conclusions.

But the spotlight highlights only a small spot. Outside, everything is in shadow. So it is with Clive: we don't think we should ask a few obvious questions. For example, instead of kicking Clive out, why not change his job description to better suit him. strengths(He also knows how to find economical solutions)? Maybe Clive could benefit from working with a mentor who could help him set more ambitious goals and reduce his level of prejudice against others?

But what if we dig deeper and suddenly find that Clive's colleagues admire his firm and direct statements (maybe he is an IT version of Dr. House)? And what makes us think that Shannon's impression of Clive is true? What if she's a terrible manager? When we move the spotlight from side to side, the situation gets a different illumination. It is impossible to even hope that we will make an optimal decision about Clive until we start moving the spotlight. However, we do this all the time.

That is why it is difficult for us to make decisions: what is illuminated by a spotlight beam rarely contains everything necessary for right choice. Most often we forget to move the beam. In all honesty, sometimes we forget about the spotlight altogether: we are in a tiny patch of light for so long that we lose sight of the vast landscape beyond.

IF YOU LEARN the decisions people make and their results, you'll find that the range isn't particularly impressive.

For example, people often change professions or regret their choice. A study by the American Bar Association found that 44% of lawyers discourage young people from practicing law. A study of 20,000 top executives found that "40% of them fail, get fired, or leave of their own accord within 18 months of being appointed." More than half of teachers quit their jobs after four years. Moreover, according to Philadelphia researchers, teachers are almost twice as likely to quit their jobs as students are to drop out of school (2).

Business decisions are often unreasonable. One study of corporate mergers and acquisitions showed that 83% of decisions made by senior executives did not lead to an increase in share price.

When another group of researchers asked 2,207 executives to rate the decisions made in their organizations, 60% reported that bad decisions were made about as often as good decisions (3).

On the personal front, we're not doing much better. People don't save enough for retirement, but even if they do manage to save something, they consistently devalue their stock portfolios, buying high and selling low. Young people get into relationships that are not right for them. Middle-aged people allow work to invade family life. The elderly wonder why they didn't spend more time enjoying the scent of roses when they were young(4).

Why is it so difficult to make the right choice? IN last years Many interesting books and articles have been published on the problem of optimal solutions. Prejudices… Irrational considerations… It is clear that when it comes to making decisions, our brain is an imperfect tool. In addition, we do not pay due attention to another equally important question: since we are programmed to do stupid things, what can we do to become better?

Sometimes we are advised: when making important decisions, trust your intuition, so to speak, "feel with your guts." However, unfortunately, guts often give questionable advice. Here, for example, is the final red velvet cheesecake that is made at the Cheesecake Factory. This is a really great dessert, but it contains 1540 calories, which is the equivalent of three double McDonald's cheeseburgers plus a pack of Skittles. And this is what you are supposed to eat after the main courses.

The final red velvet cheesecake is sure to please our taste buds. However, no one considers it a wise decision to eat it. If you approach nutrition wisely, no one will ever say to themselves: I just have to add cheesecake.

Big decisions are not digested better. On October 10, 1975, Liz Taylor and Richard Burton celebrated their marriage. For Taylor it was the sixth marriage, for Barton - the third. Samuel Johnson once wrote of a second marriage as "the victory of hope over experience." However, given the biographies of Taylor and Burton, their union represented something more grandiose: a victory of hope over a mountain of empirical data (the marriage lasted 10 months) (5).

Often we don't even think about what we're doing. According to experts, in 2009 in the United States 61,535 people wished to get rid of tattoos. A survey of over 3,000 people in the UK found that 88% of New Year's resolutions are not kept, including 68% of decisions to "enjoy life more"(6). Quarterback Brett Farve retired, then returned, and then retired again. He currently plays… no, retired.

Chip Heath, Dan Heath

Traps of thinking. How to make decisions you won't regret

Chip Heath and Dan Heath

Decisive

How to Make Better Choices in Life and Work

Published with permission from Chip Heath and Dan Heath c/o Fletcher & Company and Andrew Nurnberg Literary Agency

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

Flexible mind

Carol Dweck

The art of explaining

Lee LeFever

Emotional intellect

Daniel Goleman

Dedicated to our wives Susan and Amanda, these are the best decisions we've ever made.

Introduction

Unfortunately, the loss of Clive will cause short-term problems, because he knows better than anyone how to maintain the company's customer database.

What would you suggest? Dismiss or not?

“The remarkable aspect of mental activity is that we rarely feel embarrassed,” said Daniel Kahneman, a psychologist who won the Nobel Prize in Economics for exploring the ways in which human decisions deviate from the strict rationality favored by economists. In the fascinating book Thinking, Fast and Slow, Kahneman writes about the ease with which we draw conclusions: “The normal state of our mind means that you have an intuitive opinion about almost everything that comes along the way.

Kahneman argues that we are jumping to conclusions because we place too much emphasis on the information available to the eye and do not pay attention to what is hidden from the eye. He puts it this way: "What I see is all that is here." In keeping with Kahneman's visual metaphor, we'll talk about the "spotlight" effect (remember how a spotlight in a theater focuses our attention on what hits a cone of light).

But the spotlight highlights only a small spot. Outside, everything is in shadow. So it is with Clive: we don't think we should ask a few obvious questions. For example, instead of kicking Clive out, why not change his job description to better fit his strengths (he's also good at finding cost-effective solutions)? Maybe Clive could benefit from working with a mentor who could help him set more ambitious goals and reduce his level of prejudice against others?

Chip Heath, Dan Heath

Traps of thinking. How to make decisions you won't regret

Chip Heath and Dan Heath

Decisive

How to Make Better Choices in Life and Work

Published with permission from Chip Heath and Dan Heath c/o Fletcher & Company and Andrew Nurnberg Literary Agency

Legal support of the publishing house is provided by the law firm "Vegas-Lex"

This book is well complemented by:

Flexible mind

Carol Dweck

The art of explaining

Lee LeFever

Emotional intellect

Daniel Goleman

Dedicated to our wives Susan and Amanda, these are the best decisions we've ever made.

Introduction

Unfortunately, the loss of Clive will cause short-term problems, because he knows better than anyone how to maintain the company's customer database.

What would you suggest? Dismiss or not?

But the spotlight highlights only a small spot. Outside, everything is in shadow. So it is with Clive: we don't think we should ask a few obvious questions. For example, instead of kicking Clive out, why not change his job description to better fit his strengths (he's also good at finding cost-effective solutions)? Maybe Clive could benefit from working with a mentor who could help him set more ambitious goals and reduce his level of prejudice against others?

This is why it is difficult for us to make decisions: what is highlighted by the spotlight rarely contains everything necessary for the right choice. Most often we forget to move the beam. In all honesty, sometimes we forget about the spotlight altogether: we are in a tiny patch of light for so long that we lose sight of the vast landscape beyond.

IF YOU LEARN the decisions people make and their results, you'll find that the range isn't particularly impressive.

Business decisions are often unreasonable. One study of corporate mergers and acquisitions showed that 83% of decisions made by senior executives did not lead to an increase in share price.

When another group of researchers asked 2,207 executives to rate the decisions made in their organizations, 60% reported that bad decisions were made about as often as good decisions (3).

Introvert child: character traits

Introvert child: how to educate?

Conclusion

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