Wellbeing about everything

The conflicts that arose from the different work views became increasingly apparent and stressful. Our Swedish colleagues placed enormous value on "wellbeing" and personal wellbeing. As positive as it may sound, this attitude had far-reaching consequences in practice. Comfort and avoiding any discomfort in the working day was a top priority. As a result, they were reluctant to take on challenges or tasks outside their comfort zone. Instead, they offloaded such tasks onto others - their foreign coworkers.

This tendency manifested itself particularly clearly in labor-intensive and dirty tasks, such as the upcoming maintenance of machines. These tasks required not only technical know-how but also the willingness to get your hands dirty. But time and again, we observed how some of our Swedish colleagues shirked these tasks, delayed them, or ignored them altogether, hoping that someone else would take them on.

The consequences of this attitude were manifold. On the one hand, it led to an uneven workload distribution, with foreign employees often having to fill the gap. Secondly, it created an atmosphere of resignation and mistrust. Evidently, the priority was on personal well-being and avoiding inconvenience, to the detriment of teamwork and the common goal.

I found myself mediating between these two worlds, trying to build a bridge where there were often only chasms. The task was like walking a tightrope, constantly running the risk of falling into the abyss of despair. Two utterly different working cultures were to be united under one roof - a challenge that brought its own, often unexpected pitfalls.

The management in Sweden was utterly uninterested in this.

Despite my efforts to extinguish the fires that were starting to burn, a noticeable rift quickly emerged between the Swedish and foreign employees. The foreign employees felt increasingly isolated and misunderstood, while their Swedish colleagues remained in their comfort zones. A vicious circle of lack of communication, misunderstandings, and frustration developed, which affected the morale and productivity of the entire team.

The atmosphere quickly turned unproductive. Some new employees preferred to spend a lot of their time on the comfy sofas, especially the younger ones who could hardly keep their faces off the screens of their smartphones (a problem that not only the Swedish-born had but also the foreigners). Imagine an open workspace with several cozy sofas and armchairs, a dartboard, TV, Playstation, etc. spread around. Initially, this setup seemed ideal to foster a relaxed and creative atmosphere. Employees have consistently used these areas for short breaks to relax or hold informal meetings.

However, when our new colleagues from Sweden arrived, they began to use these amenities excessively. Instead of taking their scheduled breaks, they spent time beyond their break times on the sofas, engrossed in conversations that had little to do with work. The situation became increasingly challenging as we found that the new colleagues were reluctant to follow work rules and developed a particular hostility towards our management team. Despite our repeated explanations and efforts to maintain a positive and productive working environment, they regarded us as an obstacle to their social interactions. Putting your foot down or banging on the table was taboo with these Swedes, who were very much in need of harmony. Any of our attempts as managers to intervene in this way led to nothing but frustration and stagnation. Clear hierarchies and authoritarian enforcement methods were not very popular in their working culture.

In addition to the extended breaks, there was a growing desire for more leisure technology in the office. Some employees suggested setting up even more game consoles in other departments beyond the break area. Also, one waffle iron was no longer enough; more was needed (although, to be honest, despite the waffle iron in the break room, I never noticed the smell of freshly baked waffles). Small "snack islands" were created at individual workplaces, better equipped than many a kitchen at home. The Swedish management in Gothenburg always gave in to everything because these activities were always seen as a welcome way to relax, meet, and build a team.

The combination of long breaks, extended conversations, and the use of entertainment technology led to a significant reduction in productivity, even though the arrival of the Swedes meant that far more employees were now working than before, around 10 to 15 percent, to be precise.

My Swedish colleagues' lack of discipline and initiative directly impacted the workflow. Projects were delayed as responsibility was constantly shifted back and forth—the unwillingness to take responsibility and act proactively led to additional stress for us foreign employees. We found ourselves in the role of not only fulfilling our tasks but also filling the gaps created by our Swedish colleagues' lack of commitment.

We were used to tackling challenges head-on, showing initiative, and taking responsibility. The disappointment of unfulfilled promises and the need to compensate for some Swedish colleagues' lack of discipline and initiative put an additional strain on us. It was a situation that affected our morale, personal commitment, and job satisfaction.

If you're intrigued by my entertaining account of spending a decade in Sweden and want to delve deeper into my experiences, please click the link to discover more about my book.

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