The key Norwegian characteristics of egalitarianism, consensus-seeking and lack of ego tend to make Norwegians extremely good team players – but the team must correspond to their idea of what constitutes a good, well-functioning team.
Therefore, the more southern European team (characterised by a group of individuals working in isolation and reporting to a strong, instructive-style leader) is unlikely to succeed. There is a need for the team leader to offer continuous consultation and develop an ongoing buy-in process.
Each team member expects and is expected to perform his or her individual tasks with the minimum of supervision from superiors. Such unwarranted supervision might be seen as a criticism or lack of trust in professional capabilities.
In summary, if handled well, a Norwegian will be an enormous asset to any team but if he or she is left to feel uninvolved or in any way patronised, they are unlikely to do more than the bare minimum.
Written and Produced by Keith Warburton
This country profile has been produced to give a short overview of some of the key concepts to bear in mind when doing business with contacts in Norway. It is intended to be an aid to business people who have commercial dealings with counterparties in the country but should not be seen as an exhaustive guide to this topic or as a substitute for more substantial research should there be a need.
With this in mind, we have covered the areas which are key to a better understanding of the cultural mindset underpinning business dealings in Norway and which are, quite often, extremely different from the approach and thought processes associated with business in other parts of the world.
Therefore this briefing note is broken into short, bite-sized sections on the following topics: