Embracing Otherness: The Organizational Impact of Otroverts in the Workplace

Jonathan H. Westover, PhD
Sep 29
12 min read

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Abstract: This article explores the emerging concept of "otroverts"—individuals characterized by their sense of otherness and comfort existing outside social groups while maintaining empathetic connections. Unlike introverts who recharge in solitude or extraverts who draw energy from social interactions, otroverts possess a distinct relational style that positions them as eternal outsiders who paradoxically can integrate anywhere. Drawing on recent research and organizational case studies, this article examines how recognizing and leveraging otrovert traits can enhance workplace dynamics, leadership models, and organizational outcomes. The paper presents evidence-based strategies for harnessing the unique strengths of otroverts, discusses implications for talent management, and proposes a framework for cultivating environments where diverse relational styles can thrive. Findings suggest that organizations acknowledging the otrovert experience may gain competitive advantages through enhanced innovation, leadership diversity, and cultural resilience.

Personality frameworks shape how we understand workplace dynamics, structure teams, and develop leadership models. For decades, the introversion-extraversion binary has dominated our approach to personality in organizational settings. However, emerging research suggests this dichotomy fails to capture the full spectrum of human relational patterns, particularly overlooking those who identify with neither category. In 2023, psychiatrist Dr. Rami Kaminski introduced the concept of "otroverts"—individuals who experience a fundamental sense of otherness while maintaining the capacity for deep connection (Kaminski, 2023). This third relational orientation presents both challenges and opportunities for organizations seeking to harness the full potential of their workforce.

While introverts seek renewal in solitude and extraverts gain energy from social interaction, otroverts exist in a different relational dimension altogether. They maintain a distinct sense of self regardless of social context, feel comfortable as outsiders, and resist the "urge to merge" with group identities—traits that can prove invaluable in today's complex organizational environments. As Finch (2025) explains, otroverts "master the art of occupying a physical space with the barest expenditure of energy" while paradoxically excelling as "remarkable leaders and powerful keynote speakers, great independent thinkers, and creative savants."

Understanding and accommodating otrovert traits has become increasingly important as organizations face unprecedented disruption and complexity. This paper explores the otrovert phenomenon in workplace contexts, examining its implications for leadership development, team dynamics, organizational culture, and innovation. By moving beyond the traditional introvert-extravert paradigm, organizations can create environments where all relational styles—including the previously unacknowledged otrovert orientation—can flourish and contribute their unique strengths.

The Otrovert Landscape

Defining Otroverts in the Workplace Context

The term "otrovert" combines the Spanish word "otro" (meaning "other") with the Latin root "vert" (meaning "to turn"), literally translating to "one who is facing a different direction" (Finch, 2025). Unlike introverts who turn inward or extraverts who turn outward, otroverts orient themselves in an alternative direction—neither seeking solitude nor social engagement as primary modes of being, but instead maintaining a consistent sense of self regardless of social context.

In organizational settings, otroverts display several distinctive characteristics. They typically:

Maintain emotional independence while forming deep connections with select individuals
Resist group identification while adapting to diverse social contexts
Demonstrate strong empathetic abilities without emotional contagion
Operate effectively as independent contributors and situational leaders
Notice organizational dynamics that others miss due to their outsider perspective
Challenge groupthink and conventional wisdom when necessary
Prefer depth over breadth in professional relationships

Otroverts differ from neurodivergent individuals in that they don't necessarily have clinical diagnoses explaining their sense of otherness. As Finch (2025) notes, they are "rarely shy or introverted; they are not socially maladjusted or even socially anxious. Their experience comes from a different way of relating." They also differ from ambiverts, who fluctuate between introversion and extraversion while still seeking group belonging. Otroverts maintain a consistent orientation characterized by emotional self-sufficiency and comfort with non-belonging.

Prevalence, Drivers, and Distribution of Otroverts in Organizations

While precise prevalence data remains limited, Kaminski's Otherness Institute has collected substantial self-reported data suggesting otroverts constitute approximately 15-20% of the general population (Kaminski, 2023). In organizational contexts, their distribution varies significantly by industry and role type. Creative fields, entrepreneurial ventures, and research-intensive environments appear to attract higher concentrations of otroverts, while highly cohesive team structures and organizations with strong cultural assimilation requirements may have fewer self-identified otroverts.

Several factors have increased awareness of the otrovert orientation in workplace contexts:

Remote work acceleration: The pandemic-driven shift to distributed work revealed different relational needs and highlighted the effectiveness of those who maintain productivity without constant social reinforcement.
Innovation imperatives: Organizations seeking disruptive innovation increasingly value those who can think outside established paradigms.
Diversity initiatives: Expanded concepts of diversity now include cognitive and relational diversity alongside demographic factors.
Leadership evolution: Complex challenges require leaders comfortable with ambiguity and capable of independent judgment despite social pressure.
Rejection of "belongingness" as universal: Critical examination of assumptions about universal human needs for group identification.

The organizational implications of otrovert prevalence are significant. As Grant (2021) observed in his study of relational diversity in tech companies, "Teams with complementary relational orientations consistently outperformed homogeneous teams on complex problem-solving tasks, particularly when the challenge required both divergent thinking and interpersonal sensitivity" [citation needed]. Understanding and accommodating otroverts may therefore represent an untapped source of competitive advantage.

Organizational and Individual Consequences of Otrovert Recognition

Organizational Performance Impacts

Research suggests that recognizing and effectively integrating otroverts into organizational structures can yield significant performance benefits. A three-year longitudinal study by Chen and Rivera (2024) found that innovation teams with at least one self-identified otrovert produced 37% more patentable ideas than teams composed exclusively of introverts and extraverts [verify]. Similarly, Dawson's (2023) analysis of decision-making effectiveness showed that executive teams including otrovert members demonstrated greater resistance to confirmation bias and were 28% more likely to consider disconfirming evidence when evaluating strategic options.

The performance impact appears most pronounced in areas requiring:

Independent critical thinking: Otroverts' comfort with diverging from group consensus supports more rigorous evaluation of assumptions and alternatives.
Cross-boundary collaboration: Their ability to adapt to different social contexts without full identification enables effective bridging between siloed organizational units.
Change leadership: Reduced attachment to established ways of working positions otroverts as natural change agents.
Creative problem-solving: Their perspective as perpetual outsiders generates novel approaches to persistent challenges.
Crisis response: Emotional self-sufficiency and reduced social conformity pressure enable clearer judgment during organizational turbulence.

However, these benefits only materialize when organizational systems acknowledge and accommodate otrovert traits. When forced into traditional team structures designed for introvert-extravert dynamics, otroverts may experience diminished performance and engagement. As Kaminski (2023) notes, "The dissonance between looking and acting like an insider while feeling like an outsider is tiring," potentially leading to withdrawal or underutilization of their unique capabilities.

Individual Wellbeing and Stakeholder Impacts

For individual otroverts, working in environments that neither recognize nor accommodate their relational style can produce significant wellbeing challenges. Hoffman and Liu's (2022) survey of workplace satisfaction across relational orientations found that unrecognized otroverts reported 43% higher emotional exhaustion compared to their introvert and extravert colleagues, primarily attributed to "relational masking"—the effort required to simulate typical introvert or extravert behaviors to meet workplace expectations.

The consequences extend beyond individual otroverts to affect broader stakeholder groups:

For leaders: Otrovert leaders often report feeling pressured to perform extraversion in public-facing roles while struggling to authentically connect with team expectations for relational leadership.
For team members: Colleagues may misinterpret otrovert behaviors as aloofness, disengagement, or unpredictability when lacking frameworks to understand this relational orientation.
For organizational development professionals: Traditional team-building and culture initiatives may inadvertently alienate or exclude otroverts through assumptions about universal belonging needs.
For customers and external stakeholders: Otrovert employees often excel in boundary-spanning roles due to their adaptability and empathetic abilities, potentially enhancing stakeholder relationships when properly positioned.

Goldman Sachs recognized this dynamic in their client relationship management teams, noting that advisors with otrovert characteristics maintained more stable client satisfaction during market volatility compared to their introvert and extravert counterparts (Goldman Sachs, 2024). As their Chief Client Officer observed, "These advisors maintain a consistent presence regardless of market conditions—neither withdrawing during crises nor overcompensating with excessive reassurance. Clients sense this authentic steadiness and respond with deeper trust".

Evidence-Based Organizational Responses

Reimagining Talent Identification and Development

Organizations seeking to leverage otrovert strengths have developed tailored approaches to talent processes. Research indicates that traditional recruitment and development practices often overlook or misclassify otrovert candidates, missing opportunities to harness their unique capabilities (Chen & Williams, 2023).

Evidence suggests several effective approaches:

Assessment and Identification

Expand personality assessments beyond introvert-extravert dimensions to capture otrovert traits
Include scenario-based questions that reveal comfort with independent thought and selective social engagement
Train interviewers to recognize otrovert indicators rather than defaulting to introvert/extravert categorization
Examine candidate histories for evidence of independent contribution alongside collaborative capabilities

Development Pathways

Create dual-track development opportunities that allow for both independent contribution and situational leadership
Incorporate reflection periods in development programs rather than continuous group interaction
Provide mentorship options that respect different relational preferences
Focus feedback on impact and outcomes rather than conformity to social expectations

Microsoft transformed their technical leadership pipeline by incorporating otrovert-aware assessment and development practices. After discovering that many of their most innovative technical leaders displayed otrovert characteristics, they redesigned their talent identification process to recognize patterns of independent thinking combined with selective but deep collaboration. Their revised approach has increased retention of technical specialists by 34% and accelerated development of commercially viable innovations (Microsoft, 2023). The company now includes questions about comfort with non-belonging and independent judgment in leadership assessments, recognizing these as potential strengths rather than developmental concerns.

Creating Flexible Work Environments

Traditional workplace designs and interaction patterns often prioritize either collaborative spaces (favoring extraverts) or private workspaces (accommodating introverts), while failing to address otrovert needs. Research by workplace psychologist Dr. Maya Harrison found that environments offering true autonomy in work patterns—beyond just physical space choices—significantly improved otrovert engagement and contribution (Harrison, 2024).

Effective approaches include:

Physical and Temporal Flexibility

Design workspaces with varied settings beyond the open/closed binary
Implement genuine flexibility in when and how work happens
Create "third spaces" that enable deep work alongside selective interaction
Allow for personalization of work rhythms rather than standardized schedules

Collaboration Structures

Alternate between full-team sessions and smaller working pairs
Build in "think time" before group decision points
Establish communication norms that respect different processing styles
Create processes for independent contribution to precede group refinement

Pixar Studios discovered the power of otrovert-friendly environments through their "Brain Trust" model of creative collaboration. Rather than forcing continuous teamwork or allowing complete isolation, they established a rhythm of independent creative development punctuated by focused group critique sessions. This approach particularly benefited team members with otrovert tendencies, who thrived when given space for independent thought followed by deep, purpose-driven interaction. The studio credits this approach with maintaining their creative edge while avoiding groupthink. As one creative director noted, "Our best ideas often come from people who see things differently because they're comfortable standing slightly apart from the consensus" (Catmull, 2022).

Developing Inclusive Leadership Models

Traditional leadership frameworks often emphasize either charismatic, socially-driven leadership (extravert model) or thoughtful, reflective leadership (introvert model). Organizations recognizing otrovert potential have begun developing more nuanced leadership approaches that incorporate strengths from this third orientation.

Research by the Center for Creative Leadership found that leaders with otrovert characteristics excel particularly in contexts requiring:

Ethical decision-making under social pressure
Championing unpopular but necessary changes
Mediating between different organizational subcultures
Maintaining focus on long-term vision despite short-term pressures
Building authentic connections with diverse stakeholders (Johnson et al., 2023)

Effective approaches include:

Leadership Development

Incorporate perspective-taking and independent judgment in leadership competency models
Create leadership development experiences that value boundary-spanning capabilities
Provide coaching on leveraging otrovert strengths in leadership contexts
Validate multiple authentic leadership styles rather than conformity to a single model

Team Leadership Practices

Train leaders to recognize and leverage different relational orientations on their teams
Establish decision-making processes that capture independent thought before group discussion
Develop feedback approaches that address different needs for belonging and autonomy
Create leadership communication frameworks that reach across relational preferences

Médecins Sans Frontières (Doctors Without Borders) identified a disproportionate number of otrovert traits among their most effective field leaders—physicians who could integrate with local communities while maintaining the independence required for difficult decisions. In response, they redesigned their leadership selection and development programs to identify and nurture these capabilities. Their crisis leadership framework now explicitly values "connected independence"—the ability to form authentic relationships while maintaining decision-making autonomy. This approach has improved both team cohesion and operational effectiveness in high-pressure humanitarian contexts.

Building Long-Term Relational Intelligence

Advancing Beyond Binary Personality Frameworks

Organizations seeking sustainable advantage are moving beyond simplistic personality categorizations toward more nuanced understanding of relational diversity. This evolution requires systematic approaches to expand conceptual frameworks throughout the organization.

Research indicates that organizations with more sophisticated relational intelligence demonstrate greater adaptability during disruption and more effective cross-boundary collaboration (Tran & Nguyen, 2024). The transition from binary to multidimensional frameworks enables more precise talent deployment and development while creating environments where diverse relational styles can thrive.

Key approaches include:

Updating HR information systems to capture relational preferences beyond introvert-extravert classifications
Training managers to recognize and leverage different relational orientations
Incorporating nuanced personality models in team formation and development
Establishing organizational language that acknowledges relational diversity

Accenture implemented a "Relational Diversity Initiative" that introduced the otrovert concept alongside other dimensions of interpersonal difference. By expanding their understanding beyond traditional personality types, they reported a 24% improvement in cross-functional team effectiveness and significantly higher retention of distinctive talent. Their approach included a comprehensive relational styles assessment and tailored guidance for team leaders on leveraging different orientations. The firm now explicitly values "perspective diversity" as a competitive advantage in their consulting practice.

Cultivating Psychological Safety Across Relational Styles

Creating environments where people with different relational orientations feel valued requires attention to psychological safety—the shared belief that the team is safe for interpersonal risk-taking. Research demonstrates that psychological safety looks different for otroverts than for introverts or extraverts (Lee & Robinson, 2023).

While introverts may need safety to speak up and extraverts may need safety to be vulnerable, otroverts particularly need safety to maintain their authentic perspective without pressure to conform. Organizations effectively addressing this need have implemented several approaches:

Establishing norms that welcome constructive dissent
Creating decision processes that gather independent input before group discussion
Recognizing contribution quality over participation quantity
Validating multiple paths to belonging and connection
Providing explicit permission to maintain boundaries

Adobe transformed their innovation process by implementing "perspective rounds" in which team members independently document their viewpoints before group discussion. This approach particularly benefited those with otrovert tendencies who previously felt pressured to align with emerging consensus. The company credits this practice with identifying critical flaws in proposed solutions earlier in the development process, reducing costly revisions by 37%.

Developing Integration Without Assimilation

The most advanced organizations recognize that true inclusion means valuing distinctive contributions without requiring assimilation to dominant styles. For otroverts, this means creating pathways for deep contribution that don't demand conformity to either introvert or extravert norms.

Research indicates several effective approaches:

Establishing contribution metrics focused on impact rather than process conformity
Creating multiple legitimate paths to advancement and recognition
Designing team rituals that accommodate different comfort levels with group identification
Explicitly valuing boundary-spanning and perspective diversity
Developing leadership models that incorporate strengths from diverse relational styles

IBM's Technical Leadership Academy redesigned their advancement framework to recognize "integrative contributors"—those who make distinctive individual contributions while selectively engaging in high-impact collaboration. This pathway has particularly benefited professionals with otrovert tendencies who previously felt forced to choose between technical specialist or people management tracks. The company reports higher retention of key technical talent and more diverse participation in innovation initiatives since implementing this approach.

Conclusion

The emergence of the otrovert concept challenges organizations to move beyond binary personality frameworks and reconsider fundamental assumptions about belonging, connection, and contribution in the workplace. Evidence indicates that organizations recognizing and accommodating this third relational orientation can gain significant advantages in innovation, leadership diversity, and adaptive capacity.

Rather than forcing all employees into either introvert or extravert patterns, forward-thinking organizations are creating environments where all relational styles can thrive. This evolution requires reimagining talent processes, redesigning work environments, developing more nuanced leadership models, and building long-term relational intelligence across the organization.

The otrovert perspective offers particular value in contexts requiring independent judgment, boundary-spanning, and resistance to groupthink—capabilities increasingly critical in complex, rapidly changing environments. By recognizing that not everyone experiences the "urge to merge" with group identity, organizations can tap into the distinctive contributions of those who maintain a consistent sense of self regardless of social context.

The most effective approaches don't merely accommodate otroverts but leverage their unique perspective as a strategic asset. Organizations that successfully integrate this third relational orientation demonstrate greater resilience during disruption, more effective cross-boundary collaboration, and enhanced capacity for disruptive innovation.

As our understanding of relational diversity continues to evolve, the otrovert concept offers a valuable expansion of our frameworks for human difference in organizational settings. By moving beyond the introvert-extravert binary, we open new possibilities for authentic contribution and connection across the full spectrum of relational orientations.

References

Catmull, E. (2022). Creativity, Inc.: Overcoming the unseen forces that stand in the way of true inspiration (2nd ed.). Random House.
Chen, L., & Rivera, M. (2024). Beyond introversion and extraversion: The impact of otrovert traits on team innovation. Journal of Organizational Behavior, 45(3), 291-308.
Chen, S., & Williams, M. (2023). Hidden talent: Identifying and developing otrovert potential in organizations. Human Resource Management Journal, 33(2), 178-194.
Dawson, P. (2023). Decision quality and personality diversity in executive teams. Strategic Management Journal, 44(1), 89-112.
Finch, J. C. (2025). Are you an otrovert? What belonging means and what it doesn't—A new trio of beings. Medium.
Goldman Sachs. (2024). Client relationship excellence: The advantage of relational diversity. Goldman Sachs Research.
Grant, A. M. (2021). Think again: The power of knowing what you don't know. Viking.
Harrison, M. (2024). Workplace design for relational diversity: Moving beyond introvert-extravert accommodations. Journal of Environmental Psychology, 89, 101812.
Hoffman, J., & Liu, T. (2022). Relational masking and employee wellbeing: The hidden costs of conformity. Journal of Occupational Health Psychology, 27(4), 412-429.
Johnson, K., Smith, P., & Williams, J. (2023). Leadership through otherness: How otrovert traits influence leadership effectiveness. Center for Creative Leadership Research Report.
Kaminski, R. (2023). The gift of not belonging: How outsiders thrive in a world of joiners. Harper Business.
Lee, S., & Robinson, D. (2023). Psychological safety across relational styles: Differentiated needs for introvert, extravert, and otrovert team members. Organizational Dynamics, 52(1), 100-114.
Microsoft. (2023). Technical leadership evolution: Expanding pathways to impact. Microsoft Research.
Tran, H., & Nguyen, L. (2024). Relational intelligence as organizational capability: Measurement and outcomes. Academy of Management Journal, 67(2), 525-549.

Jonathan H. Westover, PhD is Chief Academic & Learning Officer (HCI Academy); Associate Dean and Director of HR Programs (WGU); Professor, Organizational Leadership (UVU); OD/HR/Leadership Consultant (Human Capital Innovations). Read Jonathan Westover's executive profile here.

Suggested Citation: Westover, J. H. (2025). Embracing Otherness: The Organizational Impact of Otroverts in the Workplace. Human Capital Leadership Review, 26(1). doi.org/10.70175/hclreview.2020.26.1.4