How do you conduct difficult conversations in your team? This question leads us directly to the topic of psychological safety, which has received increasing attention in recent years. Companies like Google have recognized that psychological safety is not only a concept for better teamwork, but also the key to inclusion and continuous learning. To learn more about it, I decided to study further in this field - at the Bern University of Applied Sciences under the supervision of Prof. Dr. Ina Goller, an expert in this field and head of the EMBA program in Innovation. Already on my first day of training as a psychological safety facilitator my brain got plenty of food and inspiration! My three main highlights from the first day of training: Psychological safety does not mean that everyone "feels comfortable". Rather, it is about being able to discuss difficult topics openly - without fear of negative consequences. "Psychological safety is not the goal" - Ina Goller. Psychological safety helps teams - regardless of industry or environment - to better achieve their goals and to master the challenges of everyday life more effectively. Without psychological safety, important questions remain unspoken, problems remain unsolved and potential remains unused. If the same people always speak, or everyone talks a lot and no one listens enough, new perspectives are lacking. If mistakes are not openly shared and reflected upon together, valuable learning is not achieved. I would like to discuss all three findings in more detail in this article. 1. Psychological safety as a success factor Why do some teams achieve more than others, even though their members are equally competent? The Google study from 2012 to 2016 shows that it is less about who is on the team, but rather how the team works together. Teams with high psychological safety: are more productive and innovative dare to address mistakes and learn from them benefit more from diversity because different perspectives are heard. Without psychological safety, important questions remain unspoken, problems unsolved and potential unused. Interestingly, teams with low psychological safety and high diversity perform worse than teams with little diversity. This means that diversity only develops its potential when psychological safety is present. Or in the words of our guest lecturer, Florian Rohr (Swisscom): Psychological safety is investment protection for diversity. Of course, psychological safety is not the only factor for success. There are certainly teams with toxic cultures and low psychological safety that are successful in the long term - often because performance is forced by pressure, competition or strict hierarchies. Success is possible - but often at high human and corporate costs. 2. Learning means being allowed to make mistakes – change means growing from them We humans do not learn effectively under fear or pressure. The concept of locus of control shows that those who feel controlled by others or powerless participate less actively in the learning process. Carl Rogers emphasized back in 1965 that individual learning is the basis for organizational change. But change often triggers uncertainty – especially when mistakes are seen as weakness rather than as a learning opportunity. How can organizations create a culture where people dare to try new things without fear of negative consequences? A helpful model for developing psychological safety is the four-stage model developed by Timothy R. Clark: Inclusion Safety: The basic feeling of being accepted as a human being. Learner Safety: The safety of being able to ask questions and make mistakes. Contributor Safety: The confidence to contribute your own ideas and contributions. Challenger Safety: The courage to question existing structures or decisions. Each of these levels builds on the previous one – if one is missing, the entire team climate can suffer. The Permission and Respect axes do not grow linearly, but exponentially: The higher the psychological safety, the more encouraged people feel to get involved – and the more their voice is respected. Interesting question: What are the initiation rituals in your team? At what point does someone really “belong”? 3. Examples from science and practice In 1979, NASA realized that plane crashes were not just technical errors, but were often the result of critical voices being ignored for too long. This led to the creation of Crew Resource Management (CRM), which promotes clear communication structures and a feedback culture. Psychological safety does not mean that everyone simply “feels comfortable”. It is about ensuring that unpleasant topics can be discussed openly and critical perspectives are heard. Another example: Between 2012 and 2016, Google investigated why some teams perform better than others. The result: It's not just about who is on the team (i.e. the individual skills), but above all about how the team works together. 30% of performance is directly related to psychological safety. 4. Questions that I would like to pursue and explore further To what extent is psychological safety influenced by culture? How do cultural differences affect the perception and experience of psychological safety? What do we need to pay attention to if we want to promote psychological safety in culturally diverse teams? What particular challenges arise here and how can we address them effectively? How can I, as an individual, actively contribute to the psychological safety of my team? Which small behavioral changes have a particularly big impact on the team climate? What happens when team members are confronted with high vulnerability? How does this affect psychological safety and trust within the team? What happens when a new team member does not perform satisfactorily on a team with high psychological safety? How does it affect the team if the person never fully experiences the four levels of psychological safety? Conclusion: Psychological safety as a future competence Many of the so-called “future skills” – such as the ability to learn, creativity, resilience and collaboration – are directly related to psychological safety. It determines whether teams reach their full potential, whether innovative ideas emerge and whether difficult but necessary conversations are held. Psychological safety is not something that happens automatically, but it can be experienced through small, targeted behavioral impulses. Through simple, everyday actions and mindful communication, leaders and team members can create a space where everyone feels safe to voice their opinion or talk about mistakes. More on this in the next blog post. What role does it play in your work environment? Have you experienced situations in which psychological safety made the difference - or was missing when it would have been particularly important? I look forward to hearing your thoughts and experiences! Thanks to Ina Goller, guest lecturer Jonas Naizdion and guest lecturer Florian Rohr for this fantastic start to this training course. I am looking forward to the next training days!

Whether at a job interview or in the classroom: cultural differences shape how we interact with one another and our decisions. How do we deal with this diversity – in everyday life, in business and in our society? You don't have to live in Biel or Schwamendingen, have a migration background or work in international markets to be confronted with cultural differences. We encounter these everywhere: be it between French-speaking and German-speaking Switzerland, between professional groups or when working with people from different social contexts. We are all culturally influenced in different ways - be it by the village we grew up in, the school we attended or the values that influence our life decisions. The terms multicultural , intercultural and transcultural come up when talking about cultural diversity. But what do they mean in concrete terms – and what relevance do they have for companies? And above all: what exactly is a “post-migrant” society? In this article, I explore these questions, clarify terms and show why it is important for companies to address the issue in order to remain future-proof. Multiculturalism: A Colorful Coexistence Multicultural describes the peaceful coexistence of different cultures - often with little interaction. A classic example of this are districts in cities like London (e.g. Chinatown or Southall), which are clearly characterized by certain ethnic or cultural groups. The multicultural model emphasizes tolerated coexistence rather than coexistence and carries the risk of segregation. What does this mean for the workplace? If departments in a company work in isolation from one another or if communication mainly takes place within their own cultural circles or hierarchical level, a "bubble" is created. People primarily connect with those who share similar views, values and communication styles. This can lead to parallel worlds in which little communication takes place. The potential for innovative solutions and creative ideas is not fully exploited, which significantly limits the company's innovative strength. Conflicts can often simmer unnoticed, which can endanger cooperation and company success in the long term. Tip: Consciously create platforms that encourage exchange between different teams and levels. These can be interdisciplinary workshops, mentoring programs or informal networking events. It is important that these encounters take place on an equal footing and offer enough space for open dialogue. One example of this is the so-called "lunch roulette", in which employees from different departments are randomly brought together to gain new perspectives and reduce prejudices. Intercultural: Dialogue between Cultures The term intercultural goes a step further. It is not just about coexistence, but about active exchange between different cultures. It is about understanding the differences, building bridges and enabling communication between people with different backgrounds. What can companies learn from this? "A little thought experiment: A person has a specific problem to solve and comes up with three possible solutions. How many different approaches would ten people who think the same way as this one person find? And how many solutions would ten people who think completely differently and bring in different perspectives find? I rely on diversity." - Ana-Cristina Grohnert Teams with culturally diverse people can often solve complex tasks better – provided that the different perspectives are recognized, encouraged and utilized! Studies show that many intercultural projects fail due to misunderstandings, which is disadvantageous both financially and in terms of motivation. In other words: diversity without inclusion is firstly problematic and secondly a missed opportunity. Intercultural training can help to develop a better understanding of the peculiarities of others – and thus offer the opportunity to derive real benefits from diversity. An important intercultural competence is knowledge of the values, principles and taboos of a culture. Clarifying role concepts and the associated expectations plays a central role here. For example, there are cultures in which you never proactively get involved or ask questions to a person higher up in the hierarchy unless you are asked to do so. In the Swiss work culture, this is quickly interpreted as passive and lacking initiative. For people from other cultures, however, it is a sign of respect. To prevent such prejudices and misunderstandings from arising in the first place, an exchange is necessary. A common mistake when dealing with people from different cultures is the assumption that clear “dos and don'ts” can be defined for each origin. This simplification overlooks the complexity of individual personalities. Rather than learning a set of rules, it is much more valuable to develop the ability to observe carefully, reflect and remain open. Ultimately, every encounter is about an exchange between people - not between cultures. Each person brings their own experiences and perspectives that go beyond their cultural affiliation. Transcultural: Cultures in Flow The transcultural perspective makes it clear that cultures are not separate entities, but rather influence each other as soon as people interact with each other - a process that began along the first trade routes. An example of transcultural practice is the music or art scene, in which different cultural streams merge and new forms of expression emerge. People are interested in peculiarities, but also similarities. What connects a farmer who works the soil every day with an artist who performs on an urban stage? Or a manager in a large company with a street vendor in Mumbai? A closer look sometimes reveals universal values, such as the willingness to work hard, find creative solutions and adapt to changing circumstances. Transcultural competence requires “the attitude that one’s own culture and perspective is not the center of the world” – says Irma Endres, head of the transcultural competences program at the Institute for Communication and Leadership. We only really get to know our own culture when we no longer use it as a universal standard. What can companies learn from this? A corporate culture that focuses on diversity and inclusion promotes and enables the inflow of ideas, values and perspectives from different cultural contexts. According to various studies, teams that not only respect cultural diversity but see it as a resource are more innovative and successful. The necessary confrontation with different cultural norms is used as an opportunity for further development and not dismissed as an obstacle. Postmigrant: The future is now. The term "postmigrant" goes far beyond the mere recognition of cultural diversity. Migration is no longer seen as a one-off or temporary process. It is seen as a normal state that continuously shapes society - and has always done so. The stories and experiences of migrants are no longer seen as marginal. Childhood photo of me in Buchrain LU, where I spent my first year of life in 1979 - 1980. A look at Switzerland's demographic data highlights the importance of a post-migrant perspective: around 30% of people living in Switzerland were born abroad, almost 60% of children in Switzerland have at least one parent who was born abroad, and 40% of the permanent resident population aged 15 and over already have a migration background (BFS, 2024). Read my blog article Cultural diversity in Switzerland - an untapped potential? There is no doubt that the next generation of employees in Switzerland will be increasingly culturally diverse. So does the classification “Swiss/native” and “foreigner/migrant” really still make sense? Post-migrant Switzerland calls on all of us, regardless of our background, to redefine what it means to belong and to participate. What does this mean for companies in Switzerland? Companies that are prepared to adapt to the post-migrant present and future have an enormous opportunity: they can secure connections to the next generations and diverse talent. This also means questioning the criteria used to evaluate potential employees. Instead of focusing exclusively on academic degrees, connections or standardized professional qualifications, companies should consider what additional perspectives and skills someone can bring to a team. The question is no longer just: Does this person fit into the team? But rather: What perspectives and strengths can we develop together? Conclusion: On the way to the post-migrant future Companies that not only recognize cultural diversity but actively see it as an opportunity will be able to exploit the full potential of their employees. They will not only benefit from more innovative teams, but will also contribute to shaping a future-proof Switzerland. The integration of a post-migrant perspective is therefore not only a necessity but a strategic investment for the future. 4 tips on how companies can prepare for the post-migrant reality: Promote diversity in a targeted manner: Set clear, measurable goals for diversity and inclusion to make progress transparent and understandable. (Read more in the article More than just a gut feeling: The measurability of DEI by Brigitte Hulliger). Celebrate and connect: Use cultural holidays or festive occasions to strengthen the sense of community and promote intercultural understanding. Transcultural training: Create spaces for transcultural training that enable a deeper understanding of different values and perspectives and promote intercultural exchange. Rethink recruiting: Experiment with innovative recruiting formats such as hackathons or partner with organizations that focus on promoting diverse talent. Companies that use diversity as a strategic resource not only create a more creative working environment, but also have the opportunity to lead the development of a more inclusive and diverse society. The crucial question remains: Are we ready to seize this opportunity? Sources: EQUALITY = INNOVATION, Shook & Sweet, 2019 Cross-Cultural Management: Insights and Innovations in International Business, Robert Holcomb, 2023 Focus: Using cultural differences as an opportunity, with Irma Endres, 2022 Diversity wins. How inclusion matters, McKinsey, 2020

“Yes, but where are you really from?” Born in Switzerland into an Indian family, I have always moved between cultures. This ongoing negotiation has deepened my understanding of the strength of diverse perspectives. I am convinced that in today's globalized world, we can and must all learn to travel together and yet be unique. I have often asked myself why it is difficult in Switzerland - a country characterized by cultural diversity - to take this diversity for granted, to reflect it in everyday working life and to make use of it. In my work as a transcultural coach and workshop facilitator, this is precisely where I see a major challenge and opportunity for many Swiss companies. Cultural diversity and inclusion: A blind spot In Swiss companies, DEI (Diversity, Equity & Inclusion) is mostly about gender, sexual orientation, people with disabilities or age issues (read Prof. Dr. Andrea Gurtner, Bern University of Applied Sciences, Diversity and Inclusion Management ) . Cultural diversity and inclusion, on the other hand, often go unmentioned - in a country like Switzerland, which is characterized by its cultural and linguistic diversity - a blind spot? Our lives have long since taken us across local and national borders. Many of us no longer live where we were born or grew up. Even without a migration background, we bring with us different cultural influences that form our norms and values. In Switzerland, linguistic diversity is an additional factor: four national languages - each with its own culture - contribute to the cultural complexity of the country. The figures on ethnic diversity in Switzerland speak for themselves: Almost a third of the permanent resident population in Switzerland was born abroad. Almost a quarter of those born abroad have lived in Switzerland for at least 20 years. Of the almost 9 million residents, 2.4 million do not have a Swiss passport, and in more than half of newly concluded marriages at least one person does not have a Swiss passport. Almost 60% of children in Switzerland have at least one parent who was born abroad, and already 40% of the permanent resident population aged 15 and over has a migration background ( BFS, 2024 ) . Half of young employees will therefore have a migration background. Despite this impressive cultural diversity, Switzerland remains only of limited appeal to foreign skilled workers. A recent survey by the expat platform "Internations" shows that Switzerland came 34th out of 53 countries surveyed, despite the country's high quality of life - last year it was still in 23rd place. Why? Many professionals said they had difficulty making social connections in Switzerland . In addition, people with a refugee or migrant background struggle to find suitable positions or are forced to accept underqualified jobs even though they are excellently qualified for more demanding tasks. So the question arises: How well is cultural diversity actually understood, reflected and used in Swiss companies to secure skilled workers? Obstacles to cultural diversity and inclusion Promoting cultural diversity is an important task, as it encounters similar hurdles to gender equality, e.g. with regard to recruitment or promotions: : Unconscious bias : Unconscious bias are deeply rooted in our brains, and if we do not consciously address them, recruitment practices are influenced by them. This means that applications from people who are very different from the decision-makers, for example in terms of appearance, name or origin, are disadvantaged (read A for Affinity Bias ). Exclusion through job advertisements : Many companies have so far failed to develop target group-appropriate approaches that appeal to young and culturally diverse talents. Structural discrimination : Studies show that people with a foreign-sounding name have to send out significantly more applications to receive an invitation to an interview compared to equally qualified applicants with a typically Swiss name (read Labor market: Ethnic discrimination against job seekers ). Diversity alone is not enough: inclusion is key Cultural diversity is an unavoidable reality in Switzerland. But diversity alone does not bring success. Even if a company has achieved an increased cultural and ethnical diversity among its employees, the next step, inclusion, is the most important. Good collaboration in a culturally diverse team is demanding. When our living and working environments become less monocultural, we lose the basis of implicit, shared assumptions and norms. This can lead to increased misunderstandings, undermine trust in one another, and reinforce (unconscious) bias. So it takes some attention: A conscious discussion to promote psychological safety and transcultural collaboration in the company. An inclusive work environment is the key to exploiting the full potential of diverse talents ( McKinsey , What is diversity, equity, and inclusion? ). We learn not to experience the different, unique perspectives, lifeworlds and voices of all employees as irritation or, at best, to tolerate them, but to use them as an opportunity. The added value of cultural diversity and inclusion In addition to profitability, various McKinsey studies show the following key areas in which inclusion and diversity can improve a company's overall performance: Better decisions through different perspectives : Culturally diverse teams offer a variety of viewpoints and approaches to solutions, leading to more informed decisions. Higher employee satisfaction : In inclusive teams, employees feel valued, which leads to higher motivation and employee loyalty. More effective teamwork : Teams that actively utilize cultural differences often work together more productively and creatively. International experience as an economic advantage : Companies benefit from the global perspective of their employees and can better align their strategies with international markets. What companies can do Here are five practical steps that can help companies use diversity effectively and promote an inclusive corporate culture ( McKinsey, Success factor cultural diversity and fair participation. How German companies can catch up now ) . Embed diversity strategically: When managers set clear goals for diversity, diversity becomes not just a nice word, but a reality. This ensures that different perspectives are actively incorporated into decisions and enrich the team. Dealing with unconscious bias: We all have unconscious bias that can influence our decisions. Through training, employees can learn to recognize unconscious bias and reduce the resulting bad decisions, so that applications and promotions are handled more fairly and objectively. Establish a language that is accessible to everyone as the internal working language: Introducing English, or even just "High German" as an additional, common company language, can break down language barriers and make it easier for culturally diverse talent to settle in. This makes collaboration in international teams smoother and the company more attractive to global talent. Cultural exchange and mentoring: Exchange programs and mentoring for culturally diverse talent promote cultural dialogue and help build deeper understanding and stronger connections within the team. Make progress transparent: Regular reports and success stories make visible how the company is developing. This creates clarity about successes and shows the way towards a more inclusive and diverse corporate culture. My conclusion: The opportunity for Switzerland Cultural diversity is a reality in Switzerland, but its potential can only be fully realized through conscious inclusion. Today, more than ever, a working environment that promotes cultural diversity and enables all employees to participate fairly is not only an ethical decision, but also a proven competitive advantage for companies. The most important thing, however, is: When we grow out of our "bubble" and meet people on equal terms with people who are different from us, our neurons are re-fired, our brains are excited, and we grow beyond ourselves. We are happier, which in turn has a positive effect on our work environment!