Elements of Enterneering®/Culture/Tolerance
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Tolerance is the non-judgemental acceptance and acquiescence of other, or foreign, views, behaviours and morals. People are tolerant when they allow other opinions to be valid and when they accept that other people think and act differently. In principle, tolerance serves as the foundation for promoting diversity in societies and organisations. It is thus a core element of human interaction. However, it is not a basic, innate human characteristic but a result of human and social development, as well as of emotional intelligence. Tolerant people can embrace their environment without judging other ways of life, attitudes or behaviour patterns. They act with appropriate forbearance, respect and kindness towards others. Tolerance requires individuals to acknowledge that their own views are not always superior and that they too are fallible.
Also, tolerance is not limitless! Each society and organisation has its explicit or implicit tolerance limit. To establish tolerance, it is crucial to define the limits of what is acceptable.
WHY?
Globalisation: Successful cooperation in international organisations and projects with people from diverse backgrounds, cultures, religions and languages does not work without tolerance. Companies that want to benefit from the resources and capacities in different places and organisations must be able to operate successfully in such diverse environments.
Labour market: In many countries, the times when the best fit for the company could be selected from dozens of equally qualified applicants are over. In the battle for scarce talent, the origin, beliefs, religion or personal views of individuals must no longer be a hiring criterion.
Branding: A modern, value-oriented corporate culture cannot be realised in the long term without pronounced tolerance. For an increasing number of individuals, however, such a corporate culture is of great importance when assessing a company’s image.
Customer orientation: Companies with a high level of diversity in their workforce are in a much better position to attract and cater to an equally diverse clientele. Companies that can understand the regional or cultural specificities of certain customer groups and address customers with specific understanding can gain significant competitive advantage. Tolerance, within the company and towards customers, plays a crucial role in this.
Spirit: The opposite of diversity is simplicity, and simple-minded companies will struggle in a world of rapidly increasing dynamism and disruptive change. Tolerance is essential for fostering diversity, and without diversity, the spirit and dynamism of a company are likely to be mediocre.
HOW?
SELF-REFLECTION: The first step in developing tolerance is self-reflection. This means that the company, presumably starting with the management, introspects and determines the level of significance placed on tolerance. It involves identifying which forms of particularly good tolerance exist and which ones are less effective. Which forms of tolerance are particularly prominent in the company? In which situations with certain patterns of behaviour do misunderstandings often occur in the organisation? Since tolerance is closely tied to the behaviour and attitude of individuals, there is no classic method to help a company achieve more tolerance as linearly and swiftly as possible.
SYSTEM OF VALUES: In addition to self-reflection, it is also useful to examine the value system implemented in the company. If the company has a thriving value system, it serves as an excellent prerequisite. It prompts the question of whether tolerance-related values are already integrated into it or whether there is a need for further action. Tolerance should be a feature of the value system.
TRAINING: Once there is an awareness of tolerance in the company, and ideally, tolerance has been described as an element of the value system, practical training follows. This can include, for example, targeted training in intercultural competence. Attention should be paid to the element of tolerance during the training of executives, as well as in seminars and team-building measures in the workforce.
PROMOTION: The development of tolerance can be promoted by intentionally establishing and facilitating intercultural or interdisciplinary teams. In the early stages of such developments, these teams should not be left to themselves; a facilitator or coach is needed to address them and support specific situations. The development of tolerance, on the other hand, is directly shaped by the thinking and actions of the company's top management.
FEEDBACK: Tolerance that thrives and develops does not run smoothly or linearly. Situations that did not go so well, but also exemplary moments, should be actively addressed and reflected upon. The experience gained from this, excluding that which is personal in nature, should be shared with the community. An organisation that openly deals with the issue of tolerance, respectfully addresses deficits or intolerance, and shares positive experiences with each other is already in the midst of lived tolerance.