seminar small class at university for discussion and research: (US) conference of specialists; short intensive course of study

seminar/y 1. place of education or development 2. training college for priest, rabbis etc.

symposium 1. drinking-party, esp. of ancient Greeks with conversation etc. after banquet 2. philosophical or other friendly discussion: set of contributions on one subject from various authors and points of view at meeting or in magazines etc

We believe the second description given for a symposium is much more in line with the philosophy behind the Swedish management style generally, and Swedish Style New Zealand particularly. Essentially, seminars are about teaching – symposia are about learning.

As the letter from the Ambassador confirms, Swedish Style New Zealand is seen as a bridge between New Zealand and Sweden, and is as much about celebrating the similarities between our two countries as about our differences. And again as the Ambassador says, we want this to happen in “a fun, friendly and informal environment.”

As they say, “When teaching fails, try learning!”

Which is what Swedish Style is all about.

Climate change is a clear indication that our systems have failed, and that we need to change our own habits. To do this we need to change the way we think about them. I don’t believe it needs to be termed “easy” or “difficult” to change a habit – merely “different.”

We could use Abraham Maslow’s “Hierarchy of Needs” to explain this – see his pyramid, with man’s more “primitive” or physiological needs as the four lower layers, and his “growth” or psychological needs at the top. Only when the needs of one layer is met can a person seek to satisfy their needs in the layer above. Using an example in Wikipedia, for instance, a businessman who is diagnosed with cancer will spend a great deal of time concentrating on his health (physiological needs), but will continue to value his work performance (“esteem” needs) and will probably return to work during periods of remission.

What we as a race need to do is to constantly aim towards the “self actualisation” or “growth” level, so we can move beyond our selfish needs and accept facts without prejudice, and even start to be concerned about others on the planet. In other words, we very probably caused this climate crisis and even if we didn’t, we have the power to fix it.

Stig Ehnbom
Chairman, Swedish Style Organising Committee

1. Get to the table and share knowledge. Build a collaborative culture in your organisation, avoid arguments and reduce internal competition. “If you are not at the table, you’re on the menu!”

2. Stop looking (backwards) for excuses – unless failure and therefore extinction is an option?

3. Learn about the biosphere and what it needs to stay healthy. It’s a very complex system that requires systems thinking and a lot of learning. Create practical solutions in your workplace. Stop wasting and especially burning finite resources such as gas, coal and petroleum – actively seek and use alternatives.

4. Invest in the creation of “value”. Abandon GDP as a measure of success and use GPI instead. The biggest asset in a business is the combined knowledge and imagination of its staff, yet this is not currently expressed on a balance sheet and is too often neglected as a result.

5. Change the model of “the firm” and in particular our financial system. Measure learning and manage behaviour. Should banks be run as casinos, or as receptacles of private wealth who are responsible for ensuring a guaranteed return to all?

6. We need to apply new technology that allows us to change processes and use less energy and water. We must eliminate waste and recycle as much as possible. It’s unlikely the “old” technology can be improved enough to meet our future needs.

7. Decide where you want to be, then plan how to get there (back-casting, not forecasting). Develop this plan based on firm principles, and what you would like life to be like for your grandchildren’s grandchildren (i.e. 100 years from now).

8. Use alternative and clean energy sources. We didn’t develop from the stone age because we ran out of stones, nor did we stop using horses as transport because we ran out of hay. Instead, we discovered something better, and learned new ways to do things. It’s time to do that again.

9. Build on imagination. New ideas come from combining known things in a new way. Think “why not?” rather than “why?”

10. Don’t confuse the consumer market with the financial market. If salaries were based on the value a person adds to an organisation, we’d start to close the gap between rich and poor.

If you’d like to discuss any of these points further, please don’t hesitate to post it here or get back to me direct.

Stig Ehnbom
Chairman, Swedish Style Organising Committee