Whenever people join together in groups we have to deal with different attitudes, behaviour and expectations. While diversity in views and opinions can greatly increase innovation and creativity, differing behaviour, expectations and attitudes can move people apart quickly. With the Acceptance-Tolerance-Model I have developed, a team or group can easily identify the behaviour, attitudes, opinions etc. it fully accepts, completely rejects, or at least tolerates and to what extent. By this, a group can talk about usually unspoken distinctions.
Target Audience: Managers, Leaders, Coaches, HR
Prerequisites: Team experience helps
As we have a growing number of diverse teams, coaches, leaders, managers and people that take care of people growth in organisations need to understand, that diversity not only causes innovation and inspiration, but also can be a source of team conflicts under the surface, and therefore needs to be addressed explicitly.
With the Acceptance-Tolerance-Model I want to show, how we can identify behaviour, opinions and attitudes that we fully accept on the one hand, or fully reject, and would not even tolerate, for no price, on the other hand.
In between there is room to step out of the comfort zone, and to challenge the range of tolerance of each team member. This can bring up really nasty and awkward feelings, when being asked: How much mental pain am I willing to take on some specific behaviour of another person, and where is my red line not to stand this anymore?
The model helps to easily structure accepted from rejected attitudes, and to level our degrees of tolerance. Also, it identifies how supportive or destructive specific attitudes can be for a team, and by that makes transparent, when to adapt my perception, and when to adapt my behaviour.