Tolerance needs training
Christmas is considered a time of harmony. But even at a festively decorated table, harmony is sometimes put to the test. The same is true in everyday working life: different perspectives clash in projects, teams and leadership roles – and this can be uncomfortable. It is therefore worth taking a look at your own tolerance – and why it is sometimes indispensable.
We all like to think of ourselves as tolerant people. But how far does our tolerance actually go? To the colleague who reheats his onion dish in the office microwave? To the neighbour who practises her Guggenmusik every other day? Or to the wind turbines on our doorstep? Where tolerance ends for many, it only really begins from the perspective of philosopher Rainer Forst¹. Namely, where we are prepared to endure something we reject.
What good is that? Isn't tolerance then exactly what it is always accused of being – namely, lax indifference?
For good reason
Tolerance has a mixed reputation because it often serves more as an excuse than a conviction. But this is precisely what the philosopher of tolerance, Forst, demands: tolerance can only be viewed positively if there is a good reason for it. Applied to a situation that everyone is familiar with from everyday life: I tolerate ‘reckless’ behaviour in traffic and do not stubbornly defend my rights because peaceful coexistence is more important to me than being right. Tolerance lived in this way shows attitude and stands for something that is more important than one's own well-being.
«Being different without fear»
In a company, the question of tolerance is primarily directed at people who take on leadership roles – whether as project managers or supervisors. Their behaviour shapes the rules of the game and the culture within their teams. One of the key characteristics of high-performance teams is their ability to transform diversity into collaborative strength. This includes friction, conflict and the ability to tolerate differences.
The much-cited psychological safety plays a central role: as a team member, can I address mistakes without fear, express a differing opinion, or suggest an unusual idea? Can I ‘be different without fear’²? Such a space is made possible by leaders – or prevented by dominant behaviour.
Training your tolerance muscle
That is why leaders in particular are called upon to train their “tolerance muscle” and observe themselves: Am I easily triggered, or can I sit back and listen? Do I intervene because fundamental values are at stake or because I disagree with an opinion? Can I tolerate dissent or do I see it as an attack on my authority? This is strenuous self-reflection – a kind of tolerance workout.
And as with any workout, it is worth pushing yourself to your limits. And being aware of where those limits lie.
¹ Tip: SRF Sternstunde Philosophie "Are we tolerant enough?" from 08.04.2012 | ² Theodor Adorno