I once thought about a bartender working night after night in a smoky room. After a while, the smell might become so familiar that it no longer attracts much attention. Getting used to it would not make the room any healthier.
I recognize that pattern in things I accepted at work and at home. Constant pressure began to feel like an ordinary part of building a business. Avoiding a difficult conversation felt easier than raising it. After a while, I stopped asking whether I had another choice.
In “I hated conflicts,” I wrote about staying quiet when something bothered me. I called it keeping peace, even while I became more distant. The other person could sense that something had changed, but I was denying them the explanation they needed to respond.
Work can develop similar habits. If every request is urgent, people stop expecting time to think. If a concern is regularly dismissed, they may stop bringing it up. A leader can get used to the resulting silence and mistake it for agreement.
That matters when you are building an organization. The behavior you accept helps other people decide what is normal. You may intend to create a place where people can question the work while repeatedly showing them that a question is unwelcome.
I have had to look at what I was accepting and what I was asking others to accept from me. Choose one pattern you have started describing as simply how things are. Who is carrying its cost, and what would you learn by asking them about it?