The Paradox of High Performance

I am a high performer and I am not a high performer.

Put me in a collaboratively inclusive, customer-centric, civil team that engenders creativity, critical thought and cognitive flexibility, I can help solve any complex behavioural problem you put in front of me.

Put me in a power dominated, revenue-centric, uncivil team that demands conformity, blind obedience and one-dimensional focus, I will be as frustrated by the complex behavioural problem as the next person.

Why is this so difficult to grasp for some?