National stereotypes, at best simplify the view of the characteristics of different nations, and at worst they are unfair, create barriers and lead to conflicts in business. We speak with Wojciech Wasilewski, the secretary of the Swedish Honorary Consulate in Katowice, Poland, about the influence of national stereotypes on interests between Polish and Swedish entrepreneurs.
For years you have been in contact with Polish and Swedish culture on business level, and not only. What stereotypes about Poles have you encountered most often?
Swedes often perceive Poland through a certain spectrum that results from a somewhat outdated knowledge. Those Swedes who have not yet had the opportunity to see the changes that occurred in Poland over the last few decades, still live with stereotypes from the 70s and 80s. In their minds there is still an iron curtain, communism and a centrally controlled economy. Fortunately, the Swedish Consulate in Katowice is aiming to show Swedish entrepreneurs that Poland is a very good place to invest, that business is great and that most of these common beliefs can be put in between fairy tales.
Polish entrepreneurs also face the great challenge of dealing with the Swedes in such a way, that this false image is updated and gradually fades away.
And how about the other side? Are there any stereotypes of Swedes in the minds of Poles?
In Poland there are no negative stereotypes about Sweden, on contrary, there is a certain positive opinion about Swedish quality, which as a matter of fact, is accurate. However, we should be aware about how much both countries have changed over the past 30 years.
I wonder to what extent Polish-Swedish stereotypes influence on business relations. Can they actually turn into an obstacle, or is there certain exaggeration?
I think that not only awareness of stereotypes but above all, knowledge of the actual reality is crucial in business. Without specific knowledge about culture, social codes and history of a given country, doing business there is out of question. An entrepreneur entering a foreign market should know how the business operates there and how decisions are made. For example: in Sweden decisions are taken in an interconnected way. The management of companies does not consist, as in Poland, of a single chief executive, who makes top-down decisions. In Sweden a leader has the role of a mentor with whom one talks, consults. Decisions are made at many levels.
If you are not aware of this sooner or later, you will stumble. Which can affect, for example, your contract.
And how does awareness of stereotypes related to own culture affect international cooperation?
I will answer that question not from the point of view of an employee of the Swedish consulate, but rather as a Pole. In my opinion, low self-esteem persists in Poland, which unfortunately is a consequence from our past. Today, national companies are really innovative and very competitive, which is visible in the furniture industry – it is worth mentioning that the main supplier of furniture for the Swedish market are Polish companies. Few people know that the Swedish chain of furniture stores, well known in Poland, is supplied by us. And it is not the only such example. We do have something to be proud of, it is only our low self-esteem often blocks us in business. More courage!
Yes, courage is definitely what Poles need. But beyond that – what advice would you give to Polish companies wishing to open up to the Swedish market, and Swedish entrepreneurs interested in cooperation with Poles?
Primarily:
get to know each other, listen and always have in mind that what we know from our own backyard and what we are used to does not necessarily have to work the same way elsewhere.
Polish entrepreneurs should put in some effort into finding out how business in Sweden works, to understand that doing business with Swedish companies looks a bit different: The Swedes first look at quality, usability and durability, and only then at the price. There are really many things to keep track of. Some of them will of course come up along the way, but the fact is that learning from mistakes, especially in international business, is unfortunately very expensive.