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personalities. Until then, these professionals had worried mainly about sexually precocious girls and delinquent boys, but now psychologists, social workers, and doctors focused on the everyday child with the “maladjusted personality”—particularly shy children. Shyness could lead to dire outcomes, they warned, from alcoholism to suicide, while an outgoing personality would bring social and financial success. The experts advised parents to socialize their children well and schools to change their emphasis from book-learning to “assisting and guiding the developing personality.” Educators took up this mantle enthusiastically. By 1950 the slogan of the Mid-Century White House Conference on Children and Youth was “A healthy personality for every child.”
    Well-meaning parents of the midcentury agreed that quiet was unacceptable and gregariousness ideal for both girls and boys.Some discouraged their children from solitary and serious hobbies, like classical music, that could make them unpopular. They sent their kids to school at increasingly young ages, where the main assignment was learning to socialize.Introverted children were often singled out as problem cases (a situation familiar to anyone with an introverted child today).
    William Whyte’s
The Organization Man
, a 1956 best-seller, describes how parents and teachers conspired to overhaul the personalities of quiet children. “Johnny wasn’t doing so well at school,” Whyte recalls a mother telling him. “The teacher explained to me that he was doing fine on his lessons but that his social adjustment was not as good as it might be. He would pick just one or two friends to play with, and sometimes he was happy to remain by himself.” Parents welcomed such interventions, said Whyte. “Save for a few odd parents, most are grateful that the schools work so hard to offset tendencies to introversion and other suburban abnormalities.”
    Parents caught up in this value system were not unkind, or even obtuse; they were only preparing their kids for the “real world.” When these children grew older and applied to college and later for their firstjobs, they faced the same standards of gregariousness. University admissions officers looked not for the most exceptional candidates, but for the most extroverted.Harvard’s provost Paul Buck declared in the late 1940s that Harvard should reject the “sensitive, neurotic” type and the “intellectually over-stimulated” in favor of boys of the “healthy extrovert kind.” In 1950, Yale’s president, Alfred Whitney Griswold, declared that the ideal Yalie was not a “beetle-browed, highly specialized intellectual, but a well-rounded man.” Another dean told Whyte that “in screening applications from secondary schools he felt it was only common sense to take into account not only what the college wanted, but what, four years later, corporations’ recruiters would want. ‘They like a pretty gregarious, active type,’ he said. ‘So we find that the best man is the one who’s had an 80 or 85 average in school and plenty of extracurricular activity.We see little use for the “brilliant” introvert.’ ”
    This college dean grasped very well that the model employee of the midcentury—even one whose job rarely involved dealing with the public, like a research scientist in a corporate lab—was not a deep thinker but a hearty extrovert with a salesman’s personality. “Customarily, whenever the word brilliant is used,” explains Whyte, “it either precedes the word ‘but’ (e.g., ‘We are all for brilliance, but …’) or is coupled with such words as erratic, eccentric, introvert, screwball, etc.” “These fellows will be having contact with other people in the organization,” said one 1950s executive about the hapless scientists in his employ,