The perception of what triggers intolerance is highly impacted by culture.
Don from Amsterdam is very intolerant about beating around the bush when there is a problem that is on the table. His Asia colleagues’ face-saving “tricks” drive Don to distraction; he even finds American “politeness” as “forcing me to guess what they mean”.
Steve from Albany is intolerant of deviation from planning methodology, just because of an opportunity which “floats by”. Steve loses it when opportunism subjugates due process.
Pierre from Paris is intolerant of initially looking at new ideas from a positive angle. He believes this positivism blinds the quality of appropriate in-depth analysis. When his US colleagues start “wow wowing”, Pierre loses it.
Manfred from Munich is intolerant of discussion without appropriate facts. Manfred views a “low-fact discussion” as a waste of his time. When his British, Canadian and US colleagues start “what-ifing” and ignore constraints, Manfred loses it.
Adi from Jerusalem is intolerant of too much of a detailed explanation. Since speed is her default survival strategy, Adi gets intolerant when people don’t get right to the point. She wants to hear the conclusion first and then the facts!
Som from Bangkok is intolerant of people who overly emphasis products’ capabilities with superlatives. Hailing from a soft spoken, toned down and mild culture, Som views North American marketing pitches with huge intolerance.
Understanding what hits your “intolerant” button and that of your colleague is an important global skill.