High sensitivity is neither a psychological disorder nor a synonym for emotional fragility. It is a personality trait studied by American psychologist Elaine Aron, who first described it in 1996 in her book The Highly Sensitive Person: How to Thrive When the World Overwhelms You. According to Aron, a highly sensitive person (HSP) processes information more intensely and deeply than the majority of the population.

In a professional context, this characteristic carries particular relevance. Highly sensitive people do not simply feel stimuli more acutely — they also tend to analyse them more thoroughly. Each stimulus, comment from a colleague, or change in the work environment may be processed with great attention to detail, at both a cognitive and an emotional level.

This characteristic can represent a significant advantage or contribute to professional burnout, depending on how the individual manages their sensitivity and on the conditions provided by the organisation.

High sensitivity should also not be confused with introversion, although the two traits can coexist. There are highly sensitive people who are extroverted, since sensitivity does not, in itself, determine a preference for social interaction. Nor does it necessarily imply difficulty in managing emotions — it is important to distinguish this trait from other forms of emotional sensitivity. Understanding these differences is a first step toward ensuring that each employee’s personality and profile is properly considered in people management.

According to research by Elaine Aron, approximately 15% to 20% of the world’s population displays the trait of high sensitivity.

For human resources teams, this figure has a direct implication: high sensitivity is not a rare characteristic. It can be present in any organisation, even when it is not formally recognised. Without an adequate understanding of individual differences, companies risk adopting broad management practices that hinder the integration and wellbeing of some employees.

The Four Traits That Characterise Highly Sensitive People at Work

Elaine Aron described high sensitivity through the DOES model, an acronym that encompasses four fundamental dimensions of this trait. Understanding them helps explain why some people react in particular ways to specific situations in a professional environment.

D — Depth of Processing

Before acting, a highly sensitive person tends to analyse a situation in depth, considering different perspectives and possible consequences. This process may require more time when making decisions, but it also favours a measured assessment of risks and alternatives.

O — Overstimulation

Noisy environments, open-plan offices, and lengthy meetings can more easily trigger sensory overload. This reaction is related to the way stimuli are processed and should not be automatically interpreted as a lack of resilience or professional capability.

E — Emotional Reactivity

Highly sensitive people may react particularly intensely to both positive and negative experiences. Public recognition can have a significant motivating effect, while criticism delivered inappropriately can cause discomfort and continue to affect the individual for some time afterwards.

S — Sensitivity to Subtleties

The ability to notice fine details enables highly sensitive people to identify shifts in non-verbal communication, tensions that have not yet been expressed directly, and aspects of data that may go unnoticed by others. This characteristic can be particularly valuable in roles requiring detailed analysis, contextual awareness, communication, or people management.

Source: Question Pro

Source: Diário Económico
Original article: https://www.diarioeconomico.co.mz/?p=556749