Working with the Nordic countries: A Dutch perspective on cultural differences in the workplace

Understanding cultural differences is crucial in an increasingly globalised world, especially when collaborating with international colleagues and business partners. The Netherlands and the Nordics (Denmark, Sweden, Norway, and Finland) share many values, such as equality, sustainability, and a strong focus on work-life balance. However, subtle yet significant cultural differences can influence collaboration, particularly in a work context. This article examines these differences from a Dutch perspective and how they manifest in the workplace.

Communication styles: Directness vs. Consensus
The Dutch are known for their direct communication style. "Say what you mean" is a common phrase in the Netherlands. In the Nordics, however, communication is often characterised by subtlety and consensus-seeking. Especially in Sweden and Finland, careful phrasing and allowing room for different opinions are appreciated. While the Dutch prefer to get to the point quickly, the Nordics often take more time to discuss a topic from all angles before deciding.This difference can lead to misunderstandings. What Dutch professionals consider efficient may be perceived as blunt or impatient by the Nordics. Conversely, the Dutch sometimes view the Nordic approach as cumbersome or indecisive.

Hierarchy and decision-making: Flat vs. Egalitarian
The Netherlands and the Nordics have relatively flat hierarchies compared to many other countries. However, there are nuances. The 'polder model' is often discussed in the Netherlands, where everyone has a say and debate is encouraged, even with superiors. In the Nordics, the concept of lagom (Sweden) or janteloven (Norway and Denmark) plays a significant role. Everyone is equal, but there is also an implicit expectation not to stand out. In practice, this means that decisions in the Nordics are often made only after extensive consideration and consultation. This can feel slow to the Dutch, while the Nordics may perceive the Dutch debate model as too confrontational.  The only exception is Finland, which operates somewhat differently, allowing decisions to be made quickly without requiring consensus, and where Finns often communicate very directly.

Management and Executive Styles: Equality vs. Authority
A key difference between the Netherlands and the Nordics lies in the approach to management and executive leadership. In the Netherlands, leadership is often seen as a combination of authority and collaboration. Managers have clear responsibilities but are also expected to be accessible to their team members. The Dutch 'polder model' encourages discussion, with employees actively involved in decision-making. In the Nordics, the management style is even more egalitarian. Leaders are seen as part of the team, not necessarily above it. Managers make decisions only after gathering input from all involved, ensuring broad support within the organization.

Country-specific characteristics 

Swedish managers often act as facilitators, ensuring everyone is heard during meetings. They avoid authoritarian leadership styles and focus on collaboration. Decisions typically involve extensive consultation and agreement among stakeholders. Very strong emphasis on collaboration, teamwork, and collective responsibility. Communication is diplomatic, with a preference for harmony and compromise. Danish leaders are known for their informal approach; they value open Communication and trust within teams. Leaders tend to be approachable, with less emphasis on hierarchy. Quick, agile, and pragmatic; comfortable taking calculated risks. Direct, yet collaborative and transparent Communication. Norwegians strongly focus on social responsibility and sustainability within their leadership.  Also, a strong focus on consensus, involvement, and collective decision-making. Leaders emphasize employee participation and equality in the workplace. Emphasis is on work-life balance, employee well-being, and a supportive atmosphere. The Finns are pragmatic and results-oriented but highly value equality within teams. Leaders communicate clearly and directly; decisions can be made quickly. While teamwork is valued, consensus is not always necessary. Emphasis on efficiency, pragmatism, and quick execution.

Challenges for Dutch professionals: This egalitarian approach can sometimes be confusing for Dutch professionals. While Dutch managers are accustomed to making decisions, when necessary, the Nordic process of extensive consultation may seem slow. Simultaneously, Nordic colleagues might interpret the Dutch style as too direct or authoritarian.

Our tips for collaboration: Respect consensus processes, take time to gather input from all involved parties. Adapt your style, avoid overly direct communication with Nordic managers. Be patient, decision-making may take longer due to the focus on equality. Working hours and flexibility. The Netherlands and the Nordics value work-life balance; it's common to leave work around 4:00 or 5:00 PM to spend time with family. There is also much attention given to parental leave and flexible working hours. Dutch professionals often have slightly longer workdays and are accustomed to meetings continuing late into the afternoon. For the Nordic colleagues, this may be unusual, meaning Dutch professionals need to consider this when planning joint projects.

Meetings are central in Dutch and Nordic work environments, but the approach differs. The Dutch value efficiency; meetings are often tightly scheduled with clear agendas and concrete action points. In the Nordics, the emphasis is more on consultation and creating consensus within the team. This means that meetings in the Nordics sometimes last longer because everyone gets to share their opinion. This can seem frustrating for Dutch professionals, while the Nordics may perceive the Dutch style as too rushed.

The Dutch are known for their pragmatic approach to innovation and entrepreneurship. There is room for experimentation, but failure is not always positively received. In the Nordics, there is often more tolerance for failures as part of the learning process, especially in Finland, where startups flourish thanks to a culture that sees failure as an opportunity to grow. The Nordics often work closely with governments that stimulate innovation through subsidies and programmes focused on sustainability and technology. This offers opportunities for Dutch companies looking to collaborate with the Nordic partners in the field of innovation.

The Nordics are at the forefront regarding gender equality and inclusion in the workplace. Sweden, for example, has extensive parental leave arrangements for both men and women, contributing to a more balanced distribution of work and care tasks. Although the Netherlands is also progressive in this area, Dutch companies can learn from the Nordic approaches to further promote diversity, especially at the management level.

Sustainability is high on the agenda in the Netherlands and the Nordics. However, Nordic companies often seem to go even further in their efforts to integrate corporate social responsibility (CSR) into their business operations. This offers opportunities for collaboration between Dutch and Nordic companies that prioritize sustainability.

When we truly understand each other, working together becomes more effective, and we can all gain from what each brings to the table – whether it's fresh ideas, a more inclusive approach, or sustainable ways of doing things.

It's also about bringing the right people on board, those who can operate effectively across borders and grasp what the company needs as things change quickly.

Curious about how the Dutch and Nordic cultures work together, and what the key differences are? Reach out to Herma Ober-van Hienen Executive Consultant, and Linda Ilolander Head of International Research. With their direct experience in the regions, they can offer real guidance and help you navigate this.

/Birn+Partners, Finland & Netherlands