Conversations about diversity and inclusion have become increasingly common in Scandinavian and European organizations. Yet one misconception often remains: that diversity is mainly about having a mix of people in the room. In reality, it is far more strategic than that. True diversity is about creating systems where different perspectives are not only present but actively turned into creativity, innovation, and better decisions.
Research makes this clear. Studies from Harvard Business School, McKinsey & Company, and London Business School consistently show that teams with high cognitive and social diversity solve complex problems faster and generate more innovative ideas. This is not because any one group is inherently “better”—but because diversity creates friction, and friction stimulates thinking. When people bring different experiences and mental models into the same conversation, they produce more hypotheses, more analyses, and more pathways forward.
But diversity on its own is not enough. Without psychological safety, a concept anchored in the work of Amy Edmondson (Harvard), differences risk staying on paper rather than shaping real decision-making. In low-inclusion environments, minority perspectives fall silent, conflict is avoided, and ideas are filtered out before they even surface. The outcome? A team that looks diverse but behaves homogenously.
That is why leadership becomes essential. Creative diversity requires intentional design:
- Structured meeting formats that ensure every voice is heard.
- Norm-critical decision routines that challenge assumptions.
- Clear expectations that differences are contributions, not exceptions.
- A feedback culture that rewards courage as much as performance.
When these elements are in place, discussions become richer, solutions more robust, and innovation more accurate—because it is built on multiple realities, not just one. The organization moves from talking about diversity to leveraging it.
Call to Action
OBM (Organizational Behavior Management) teaches us that meaningful change begins with small, observable, repeatable behaviors. Here are three micro-actions you can implement immediately:
1. Ask one inclusion-promoting question in every meeting
Example: “Whose perspective have we not heard yet?”
This shifts attention to participation without blaming or forcing.
2. Reinforce inclusive behavior the moment you see it
A simple: “Thank you for bringing in a different angle—keep doing that.”
Positive reinforcement is one of OBM’s strongest tools for behavior change.
3. Use a 30-second pause before making decisions
Give the group time to consider alternative viewpoints.
This reduces groupthink and signals that reflection is valued.
Small actions create visible patterns. Visible patterns create culture.
And culture is where diversity becomes creativity.
Contact me to discuss how you as leader take the lead for more Diverse and Inclusive Culture.