What the article fails to mention is that only in organizations of a certain complexity and dysfunction can the result of high frustration tolerance be referred to as progress.
The real key to success in complicated org is not just dealing effectively with frustration, but the ability to realize what the stakes really are in a complex organization. I've seen people promoted to the stratosphere not for successfully completing a project, but for keeping the wheels on the bus in spite of what happened to the project. This can at times involve repeatedly and energetically referring to failure as success.
The real key to success in complicated org is not just dealing effectively with frustration, but the ability to realize what the stakes really are in a complex organization. I've seen people promoted to the stratosphere not for successfully completing a project, but for keeping the wheels on the bus in spite of what happened to the project. This can at times involve repeatedly and energetically referring to failure as success.