This topic has a lot to do with introversion. There is even some formal research on the way that introverted styles interact with extroverted styles in the work

This topic has a lot to do with introversion. There is even some formal research on the way that introverted styles interact with extroverted styles in the workplace, such as "Reversing the extraverted leadership advantage: The role of employee proactivity" by Grant, Gino, and Hofman (2011) < http://amj.aom.org/content/54/3/528.short http://amj.aom.org/content/54/3/528.short >. The main result of their data and qualitative analysis was that extraverted leaders tend to punish introverted proactive subordinates, because their self-sufficiency often leads them to take credit for their successes, instead of using their successes to confer success onto the manager -- whereas extraverted employees seem more willing to check that social tie to the manager first and are happier to act out of the deference necessary to use your personal success as a means to lift up your manager instead of taking credit for your own labor. There are other ways it relates to introversion too like having your fight vs flight reflex triggered all day -- I actually wrote some about it in another comment: < https://news.ycombinator.com/item?id=11314991 https://news.ycombinator.com/item?id=11314991 >. However, I completely agree with you that open-plan offices are a status game. The same company will blow money on expensive parties, company ski trips, on-site massages, in-office rock climbing wall, etc. And then of course the place where people sit and work, where productivity is supposed to happen, it looks like a sweatshop had sex with an Apple store. Everything is sleek and futuristic and fashionable, and you get about 2 feet of undifferentiated lateral space to yourself. Even Paul Graham himself spent considerable time deriding the awfulness of these workspaces. From Graham's essay Great Hackers: "After software, the most important tool to a hacker is probably his office. Big companies think the function of office space is to express rank. But hackers use their offices for more than that: they use their office as a place to think in. And if you're a technology company, their thoughts are your product. So making hackers work in a noisy, distracting environment is like having a paint factory where the air is full of soot. The cartoon strip Dilbert has a lot to say about cubicles, and with good reason. All the hackers I know despise them. The mere prospect of being interrupted is enough to prevent hackers from working on hard problems. If you want to get real work done in an office with cubicles, you have two options: work at home, or come in early or late or on a weekend, when no one else is there. Don't companies realize this is a sign that something is broken? An office environment is supposed to be something that helps you work, not something you work despite. Companies like Cisco are proud that everyone there has a cubicle, even the CEO. But they're not so advanced as they think; obviously they still view office space as a badge of rank. Note too that Cisco is famous for doing very little product development in house. They get new technology by buying the startups that created it-- where presumably the hackers did have somewhere quiet to work. One big company that understands what hackers need is Microsoft. I once saw a recruiting ad for Microsoft with a big picture of a door. Work for us, the premise was, and we'll give you a place to work where you can actually get work done. And you know, Microsoft is remarkable among big companies in that they are able to develop software in house. Not well, perhaps, but well enough. If companies want hackers to be productive, they should look at what they do at home. At home, hackers can arrange things themselves so they can get the most done. And when they work at home, hackers don't work in noisy, open spaces; they work in rooms with doors. They work in cosy, neighborhoody places with people around and somewhere to walk when they need to mull something over, instead of in glass boxes set in acres of parking lots. They have a sofa they can take a nap on when they feel tired, instead of sitting in a coma at their desk, pretending to work. There's no crew of people with vacuum cleaners that roars through every evening during the prime hacking hours. There are no meetings or, God forbid, corporate retreats or team-building exercises. And when you look at what they're doing on that computer, you'll find it reinforces what I said earlier about tools. They may have to use Java and Windows at work, but at home, where they can choose for themselves, you're more likely to find them using Perl and Linux." Paul Graham wrote that. If you looked at YC company work spaces, would you ever guess Graham was an influential figure in YC?