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READING PASSAGE 2

You should spend about 20 minutes on Questions 14–26, which are based on Reading Passage 2 on pages 6 and 7.

A study of introvert and extrovert characters

A We are often labelled as introverts or extroverts, and humans do seem to have biological propensities to behave in certain ways; some of us are naturally more talkative and sociable while others prefer more time alone. But, according to Canadian-born research psychologist Professor Brian Little, our traits are by no means fixed. In his book Me, Myself and Us: The Science of Personality and the Art of Well-Being, Little suggests that we are often able to override our biological make-up through the adoption of what he calls 'free traits', which allow us to behave in a manner which contrasts with our natural selves. According to Little, we adopt these free traits only when we need them, in order to meet the demands of different situations and reach targets and goals that are important to us – our 'personal projects'. These projects might be big (such as career ambitions) or small (like cleaning the car) and pursuing them shapes our lives in profound ways.

B Little's interest in this topic was sparked by his own experience as a university professor. He describes himself as a 'biological introvert' who, despite his natural disposition, must behave as an extrovert when lecturing to large classes of students. This performance, he realised, required significant effort and left him feeling depleted afterward. This personal observation led him to investigate more systematically how and why people act against their natural personalities in professional settings. The workplace, he reasoned, is a particularly rich environment for studying this phenomenon because it constantly demands that we interact with others, meet expectations, and achieve goals that may not align with our innate preferences. >> 🔥 Form đăng kí giải đề thi thật IELTS 4 kĩ năng kèm bài giải bộ đề 100 đề PART 2 IELTS SPEAKING quý đang thi (update hàng tuần) từ IELTS TUTOR

C Little's research identified several common situations in which people feel compelled to act out of character. These include job interviews, where even introverts must project confidence and enthusiasm; sales calls, where persistence requires overcoming natural shyness; and leadership roles, where taking charge may feel unnatural to those who prefer consensus and collaboration. Perhaps most surprisingly, Little found that even extroverts sometimes need to restrain their outgoing nature – for example, when working in libraries, hospitals, or other quiet environments where loud or gregarious behaviour would be inappropriate. In each of these contexts, individuals adopt free traits to meet situational demands, but the cost of doing so varies from person to person.

D Acting against one's natural personality, Little discovered, comes at a price. He refers to this as 'restorative niches' – the periods of time when people need to retreat from acting out of character and return to behaviours that feel more authentic. For introverts, this might mean spending time alone after a day of forced sociability. For extroverts forced to be quiet, it might mean seeking lively company after work. Those who cannot find adequate restorative niches risk burnout, anxiety, and even physical illness. Little emphasizes that while free traits are essential for success in many areas of life, they must be balanced with sufficient opportunities to recharge.

E The implications for workplace design and company culture are significant. Little argues that employers should recognise that asking employees to act against their natures is sometimes necessary but should not be constant. He recommends that organisations create spaces and times where employees can drop their professional personas and behave more naturally. This might include quiet rooms for introverts to retreat to, as well as social spaces where extroverts can interact freely. More fundamentally, Little suggests that managers should strive to understand the personal projects of their employees and align工作任务 with individual strengths and preferences where possible.

F When company culture fails to accommodate different personality types, the consequences can be serious. Little cites examples of organisations that prize extroversion above all else, creating environments where introverted employees feel pressured to constantly perform as outgoing team players. Over time, this can lead to disengagement, high turnover, and even depression. Conversely, companies that value only quiet introspection may stifle the energy and creativity that extroverts bring. The most successful organisations, Little argues, are those that recognise the value of both personality types and create conditions where each can flourish. >> 🔥 Nhắn zalo 0905834420 join group zalo Hóng đề thi máy 4 skills để cập nhật đề thi thật 4 kĩ năng hằng ngày [Kèm giải & đề làm online]

G In conclusion, Little's research challenges the simplistic notion that personality is destiny. While we are born with certain tendencies, we have remarkable capacity to adapt our behaviour to meet the demands of our personal projects. The key is to do so mindfully, recognising when we are acting out of character and ensuring we have opportunities to restore our authentic selves. For employers, the message is clear: create workplaces that respect personality differences and provide restorative niches for all employees. In doing so, they will unlock the full potential of both introverts and extroverts, harnessing the diverse strengths that each brings to the collective enterprise.

Questions 14–20

Reading Passage 2 has seven paragraphs, A–G.
Choose the correct heading for each paragraph from the list of headings below.
Write the correct number, i–xi, in boxes 14–20 on your answer sheet.

List of headings

i How company culture can have a negative impact
ii Recommendations for employers
iii The pressure of restraining an outgoing nature
iv Why researchers decided to focus on the workplace
v How does personality influence your choice of career?
vi Examples of various contexts in which we might need to act out of character
vii How workplace facilities aid the success of one personality type
viii Learning by trial and error
ix The concept of 'free traits' and personal projects
x The biological basis of personality types
xi The costs of acting against our natural personality

14 Paragraph A
15 Paragraph B
16 Paragraph C
17 Paragraph D
18 Paragraph E
19 Paragraph F
20 Paragraph G

Questions 21–24

Complete the sentences below.
Choose NO MORE THAN TWO WORDS from the passage for each answer.
Write your answers in boxes 21–24 on your answer sheet. >> 🔥 IELTS TUTOR gợi ý tham khảo CẦN VIẾT & THU ÂM BAO NHIÊU BÀI ĐỂ ĐẠT 8.0 SPEAKING & 7.0 WRITING?

1. Brian Little calls the adoption of behaviour that contrasts with our natural selves the use of __________.

2. Little describes himself as a __________ who must behave as an extrovert when lecturing.

3. The periods when people need to retreat from acting out of character are called __________.

4. Employers should create spaces where employees can drop their professional __________ and behave naturally.

Questions 25–26

Choose the correct letter, A, B, C, or D.
Write your answers in boxes 25–26 on your answer sheet.

1. According to Little, what can happen to employees who cannot find adequate restorative niches?
   A. They may become more productive.
   B. They risk burnout, anxiety, and illness.
   C. They will naturally become more extroverted.
   D. They will perform better in job interviews.

2. What kind of company culture does Little recommend?
   A. One that values extroversion above all other traits
   B. One that requires constant professional behaviour
   C. One that recognises and accommodates different personality types
   D. One that encourages employees to always act naturally without restraint

14 ix
15 iv
16 vi
17 xi
18 ii
19 i
20 ii

21 free traits
22 biological introvert
23 restorative niches
24 personas

25 B
26 C
 

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