New requirements for the psychosocial work environment: Why dialogue matters more than ever
Eirin Eriksen Horvei
October 14, 2026
There should be diversity in working life. It is highlighted as crucially important – something that defines whether an organisation is “in step with the times”, dynamic and creative, focused on development, whether it follows trends or is more backward-looking and traditional. A workplace that represents diversity shows the outside world which attitudes and sense of responsibility prevail, and which values and ethical standards it stands for.
Is there a limit to diversity? A limit that separates the positive and developmental from the demanding and perhaps even destructive?
I want to highlight diversity as something that can add value to the workplace, the working environment and results, provided it is handled correctly.
The term refers to differences between individuals, such as gender, age, cultural background, seniority, education and ability. The individual differences between colleagues affect the dynamics of the workplace. A diverse group of colleagues can provide more nuanced perspectives on challenges and solutions in an organisation than a homogeneous workforce, where people think and act more alike.
In the debate on diversity, this is often what it is about: we must ensure that workplaces represent more than one gender, and that different ages, cultures, ethnicities and minorities are included. We have legislation that regulates this, which says that we must not discriminate, and which ensures that skin colour, gender identity or faith do not stand in the way of our qualifications and experience.
But diversity in working life is about more than this – it is also about diversity in personality traits, values, attitudes and opinions.
Is it mostly about politics? Yes, it is about politics – too: it is about helping to create a society where everyone has equal opportunities, despite their differences. It is about the fact that Norway Inc. badly needs “all hands on deck!”. In the years ahead, the ageing population will become more and more apparent, and for society to function we need as many people as possible to take part. UN Sustainable Development Goal 8 is about creating decent work and economic growth. This includes “full employment and decent work for all”.
By having laws that regulate this, and clear expectations of diversity in working life, diverse workplaces will emerge and become more visible and common, which in turn can help promote more diversity. That is a good thing. I would remind you that it is not that long ago that women in working life became a matter of course. Or that Nynorsk was taken seriously in a work context (is it now, by the way?).
Different organisations have different motivations for investing in diversity among their employees, and here are three recurring motives (Ely & Thomas, 2001):
The motive for diversity is that everyone should have the same opportunities in working life, and the best-qualified candidate should be hired – regardless of factors such as age, ability or ethnicity.
The motive is to legitimise the organisation by showing diversity: an employer that includes and facilitates diversity is doing what is politically “correct”. This can strengthen its reputation, and the organisation can use it in its branding and win goodwill among both customers and employees. Making diversity visible can also be a competitive advantage, as an organisation may attract a wider variety of customers when more people recognise themselves in the different groups the organisation represents.
The motive here is that diversity can create learning and development. Differences challenge us. In a diverse working environment, new perspectives, other ideas and different ways of working can emerge. In other words, a diverse workforce can provide more options and solutions. An environment can develop where employees learn from each other and experience cultural learning and personal development. Ultimately, a heterogeneous workforce can lead to the development of new products and improve the organisation's results.
Differences in working life can require adjustments and changes to frameworks and practical arrangements. Hiring an employee with a disability can lead to changes that affect several people: perhaps the offices need to be rebuilt? Perhaps not all meeting rooms can be used as before because they lack technical facilities for people with hearing impairments? Perhaps the same games can no longer be held at the Christmas party because a colleague uses a wheelchair? Perhaps the canteen has to offer different food because of religion or allergies? If such adjustments mean that our ways of working have to change, it can feel demanding. Perhaps the costs are even too high for a vulnerable business?
In the debate on diversity in working life, I think there are few voices that put the challenges into words and raise ideas about what it takes to succeed. Because it is not enough to bring together representatives of different groups. There must be open discussion and concrete work to get these groups to function together in a way that promotes collaboration, learning and development while also taking care of the differences.
Van Knippenberg (Hoever et al., 2012) highlights that diversity can be a double-edged sword, and that differences can lead to conflicts, mistrust and misunderstandings that can stand in the way of good working relationships and good results.
Working closely and well with someone who is very different from yourself demands a lot. Communication becomes more demanding when the differences are large. Differences can challenge people's sense of security if they lack understanding of each other – understanding of what makes others think, act, prioritise and argue as they do. Being curious about differences requires you to be secure in what you stand for, and to have the courage to challenge your own thoughts and opinions.
Well-functioning diversity is about creating an environment where different perspectives and experiences become a source of innovation, well-being and growth. To achieve this, organisations must work strategically with several key areas.
To succeed in cultivating meaningful diversity, you need to build a culture that takes care of and makes use of the good in diversity, where it is taken for granted that employees are different and have different needs, and where shared attitudes first and foremost say that differences are an asset.
At Motivati, we are working to define some culture drivers that we believe are important for a future-oriented employer. The same drivers can strengthen a climate for diversity. By focusing on, among other things, holistic understanding, autonomy, psychological safety and social interaction, you will develop a culture of diversity.
It is important to share an understanding of the organisation as a whole. Diversity brings with it a rich range of perspectives, experiences and working styles. For these differences to add value, the organisation must have a shared understanding of why and how people are to work together. Diversity management is very much about emphasising the creation, maintenance and use of diverse workforce resources. This must be anchored at the top level and reflected in the priorities and measures that have consequences throughout the organisation. This overarching framework must be interpreted and understood in a relatively similar way by the different individuals in the organisation.
We maintain that there must be a certain scope for autonomy and self-determination within the framework people are given to work in. Autonomy gives employees room to take responsibility for their own tasks and decisions. In highly diverse environments, this can help reduce conflicts, as individuals experience greater control over their own work and are valued for their efforts. In addition, autonomous employees can help make visible different ways of acting, thinking and being, which can provide a basis for learning, improvement and development.
Working to create psychological safety, building a culture with a high tolerance for differences, where being challenged in one's own patterns of thought and action is valued, is crucial for creating a good climate for diversity – a culture where colleagues want to learn something new, are curious about each other and seek to understand. To benefit from other people's opinions, experiences and knowledge, you need a working environment characterised by a sense of safety that means people dare to disagree, can tolerate a heated discussion and respect each other, despite their differences.
Prosocial motivation is the desire to help others. This is important for building functioning interaction in diverse environments, where differences can create challenges. When employees are motivated to support and help each other, collaboration, well-being and inclusion are promoted. A working environment characterised by prosocial motivation encourages helping behaviour, such as sharing knowledge or lending a hand when someone needs it. This builds trust, which in turn is the foundation for psychological safety. In diverse groups, this makes members feel valued and included, regardless of background or experience.
Prosocial motivation is the very glue in a diverse working environment. When employees are motivated to help each other and want to contribute to the organisation's success, a culture is built that not only tolerates differences, but uses them as strengths. This creates a workforce that is more inclusive, robust and effective.
Where diversity is homogenised, it loses its meaning. If integration means that different groups have to give up their distinctiveness in order to learn to work and think in the same way as “everyone” else, it is no longer meaningful diversity, but diversity on paper. The organisation may benefit in terms of reputation, but it will not strengthen learning.
A workforce that feels challenged by what is different, where employees become uneasy and defensive if routines have to be adapted to other groups of people, can become counterproductive. It can lead to poorer performance, lower well-being and an unsafe working environment – a place where employees do not dare to speak up when something feels wrong.
Let us cultivate diversity with our eyes open to the fact that it can also present challenges. Let us challenge ourselves and our culture by including someone who thinks or works differently. And remember that this does not happen by itself: it is not enough to bring in someone who represents groups other than ourselves – we must work on how we build a culture that knows how to value and take care of diversity, and not least, that knows how to take advantage of the benefits of differences.
I asked how we can turn around the phrase “come as you are, but become like us!”, and I liked the answers my new “colleague” ChatGPT came up with. With these, diversity can become meaningful:
“Come as you are, and create something bigger”
“Come as you are, and let us grow together”
“Come as you are, and shape who we will be”
“Come as you are, and strengthen us with your difference”
“Come as you are, and build the future together with us”
