Swedish Diversity Consortium

Last week, I attended a roundtable meeting in Stockholm, comprised of diversity leaders from major companies across Sweden. I led a discussion on the link between Diversity, Leadership and Innovation and what companies can do to create forward-thinking diversity initiatives.

We had a very rich discussion around these issues. Here are just a few key learnings:

In a Swedish context, “Gender Equality” and “Diversity” can be two very different discussions, and, in turn, two different movements within an organization.

Gender Equality looks to diminish the power difference between men and women – and create a more equitable society and business culture for all. Typically, in the Nordic region, a “diversity initiative” (as an American might reference) would start with a focus on Gender.

Diversity, on the other hand, often refers to race, ethnicity and nationality differences. These would often be addressed as a second step in Swedish corporate “diversity” initiatives.

Additional diversity dimensions, such as age, sexual orientation, etc. have been more widely addressed in the public sector (with many inclusive laws both nationally in Sweden and across the EU), but they have not been explored as deeply in the Swedish private sector.

Secondly, the concept of public recognition is often culturally bound. In a US context, calling out differences is often a celebrated act, and instrumental in career development as differentiating yourself from competitors is key to success. On the other hand, in a Swedish context, calling oneself out as different is not as culturally appropriate. Swedish culture encourages people to remain similar to others, and not “hog the spotlight” (so to speak). This is closely linked to the Swedish word “Lagom” – meaning “Just Enough” or “Just the Right Amount.” This sentiment is seen in concrete ways, such as decoration (think about the last time you were in IKEA; rooms are decorated well and with “just the right amount” of accessories); a dinner (it would traditionally be inappropriate to have an excessive amount of food – you should have just the right amount); or even the amount you work and the recognition you receive from your work (work just enough – not 24/7; and receive an appropriate amount of recognition). Excess in each of these contexts would create imbalance.

Therefore, when rolling out diversity initiatives and praising work, external rankings for diversity initiatives, internal recognition and awards can often have a US flavor. It is true that people like to be praised for a job well done, but be careful as to how public this praise might be because cultural context can affect this.

Stay tuned for more insights into European Diversity from JBC!

David Megathlin, Senior Director of Research for JBC

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LABELS: best practices, global business, global diversity, JBC Europe