From Flat Tables to Bundled Chopsticks: How Cultures Build Low-Ego Teams
- May 26
- 6 min read
Designed for business leaders and policymakers working across the Netherlands, the Nordic region and Vietnam, this article explores how different low-ego workplace systems shape collaboration, leadership and innovation. To map out this cross-cultural dynamic, the analysis below explores:
Introduction: From Flat Tables to Bundled Chopsticks
Part 1: The Nordic Blueprint: Low Ego Through Trust-Based Equality
Part 2: Dutch Gezellig Pragmatism: Low Ego Through Plainness and Directness
Part 3: The Vietnamese Chopstick Way: Low Ego Through Harmony and Relationship
Part 4: Same Principle, Different Systems
Part 5: Reality: Global Philosophies in Action
Conclusion: The Ultimate Hybrid Team
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Introduction
Imagine a boardroom meeting where a junior intern openly challenges the CEO's core strategy.
In Oslo (Norway), Stockholm (Sweden), or Copenhagen (Denmark)—the capital cities of the Nordic region—this is expected as a natural, low-ego contribution to a flat hierarchy. In Amsterdam (the Netherlands), it is welcomed as a sign of healthy, brutally honest transparency. In Hanoi (Vietnam), however, if not phrased with immense care, it could inadvertently trigger a subtle crisis of "face."
In our increasingly globalized economy, decoding these cultural nuances is no longer just a corporate "nice-to-have"—it is a critical strategic asset.
Decoding these cultural nuances is no longer just a corporate "nice-to-have"—it is a critical strategic asset.
Every culture brings a distinct lens to the organizational table. By understanding the Nordic focus on trust, the Dutch preference for practical directness, and the Vietnamese emphasis on harmony and relationships, international teams can turn cultural differences into stronger collaboration.
Part 1: The Nordic Blueprint: Low Ego Through Trust-Based Equality
Nordic work culture often keeps hierarchy low. Leaders are expected to act more like facilitators than commanders.
Janteloven discourages superiority: The idea that “you are not better than others” creates a workplace where arrogance, status display and personal glory are often avoided (Norge Guide, 2025)
Trust replaces micromanagement: Employees are given autonomy because the system assumes they can act responsibly (Nordic Council of Ministers, 2018)
Leaders create space for others: A good leader is not the loudest person in the room, but the one who helps the team contribute (Commisceo Global, n.d.).
Consensus helps reduce ego: Decisions may take longer, but people are more likely to support the outcome because they were included (Nordic Council of Ministers, 2018)
The Nordic model keeps ego small by turning equality into a working system.
In short, the Nordic model keeps ego small by turning equality into a working system. People are not only encouraged to be modest; the structure itself reduces the need for status display.
Flat hierarchy, trust-based delegation and consensus make it harder for one person’s ego to dominate the room. Leadership is therefore measured less by control and more by the ability to create space for others to contribute.
PART 2: Dutch Gezellig Pragmatism: Low Ego Through Plainness and Directness
Dutch work culture also dislikes unnecessary hierarchy, but it expresses this in a more direct and practical way.
“Doe maar gewoon” means “just act normal.”: This mindset discourages showing off, exaggerating status or making things more dramatic than necessary (Cultural Atlas, 2017)
Directness is used to save time: Dutch feedback can feel blunt to outsiders, but it is often meant to keep work clear, honest and efficient (Cultural Atlas, 2017)
Practical value matters more than position: A useful idea can come from anyone. Titles do not automatically protect weak arguments (Commisceo Global, n.d.)
Gezelligheid adds warmth to pragmatism: Dutch culture can be direct, but it also values a pleasant, human and socially comfortable atmosphere (Google Arts & Culture, n.d.
The Dutch model keeps ego small by making people stay grounded and useful.
In short, the Dutch model keeps ego small by making people stay grounded and useful. The mindset of “just act normal” discourages unnecessary drama, status performance and over-polished corporate language.
Direct feedback helps cut through ambiguity, while pragmatism keeps the focus on what actually works. In this system, ego is reduced not by avoiding disagreement, but by forcing ideas to prove their practical value.
Part 3: The Vietnamese Chopstick Way: Low Ego Through Harmony and Relationship
The Vietnamese workplace is like a bundle of chopsticks: resilient because people stay connected.
The Vietnamese workplace can be understood through the image of a bundle of chopsticks: one chopstick may break easily, but many together become stronger. While seniority, age and position still matter, real collaboration is built through harmony, relationships and mutual responsibility.
The “Chopstick Way” emphasizes unity: One chopstick breaks easily, but a bundle is much harder to break. This reflects the Vietnamese belief that strength comes from moving together.
Face, or thể diện, shapes communication: Disagreement is possible, but it should be expressed in a way that does not embarrass others or damage trust.
Relationships are part of the working system: Work is not purely transactional. Trust, loyalty and quan hệ often help teams move through uncertainty.
Harmony does not mean silence: It means knowing how to raise issues while still protecting the group’s cohesion.
In short, the Vietnamese model keeps ego small by placing the individual inside a wider web of relationships. A person’s contribution is not judged only by whether they are right, but also by whether they help preserve trust, face and group cohesion. Harmony does not mean passivity; it means knowing how to move the team forward without breaking the relationships that hold it together.
PART 4: Same Principle, Different Systems
These three cultures are not the same, but they share a low-ego instinct.
Culture | Low-Ego Logic | How It Shows Up |
Nordic | Do not think you are better than others | Flat structures, trust, consensus |
Dutch | Do not act more important than you are | Direct feedback, practical debate |
Vietnamese | Do not put yourself above the group | Harmony, face-saving, relationships |
This is where global teams often misunderstand each other.
A Nordic manager may expect everyone to speak up because the system is designed to be flat.
A Dutch colleague may expect direct disagreement because clarity is seen as efficient.
A Vietnamese team member may choose a softer approach because preserving face helps maintain trust.
Each behavior makes sense within its own cultural logic. Problems arise when one culture judges another by the wrong standard.
Part 5: Reality: Global Philosophies in Action
These cultural ideas become most meaningful when they appear in real business settings. Nordic trust, Dutch pragmatism and Vietnamese harmony are not just abstract concepts; they shape how teams communicate, build trust and execute work across borders.
Equinor and Norwegian energy projects in Vietnam: Norwegian teams often bring a flat, trust-based working style where open input and technical discussion are encouraged. In Vietnam, this approach becomes more effective when combined with relationship-building, respect for local context and patience in developing trust before formal decisions are made.
FrieslandCampina Vietnam: As a long-standing Dutch investor in Vietnam, FrieslandCampina shows how Dutch standards, transparency and practical execution can work alongside local relationships. Its work with Vietnamese farmers reflects a hybrid model: international process discipline supported by community trust and long-term partnership.
VARD in Vung Tau: In shipbuilding, Norwegian technical precision meets Vietnamese craftsmanship, adaptability and endurance. This is where the hybrid model becomes visible: structured engineering systems work best when paired with local flexibility and team resilience.
Conclusion: The Ultimate Hybrid Team
There is no single “correct” workplace mindset. Janteloven protects equality by keeping ego low, Gezelligheid brings warmth and practicality into direct collaboration, and the Vietnamese Chopstick Way strengthens trust through harmony, relationships and shared responsibility.
For modern global teams, the strongest model is not about choosing one culture over another. It is about combining Nordic trust, Dutch clarity and Vietnamese relational intelligence into a hybrid way of working — one where people can be direct without being disrespectful, harmonious without avoiding feedback, and ambitious without letting ego become bigger than the shared mission.
The best global teams do not erase cultural differences; they turn Nordic trust, Dutch clarity and Vietnamese harmony into a shared way of working.
What is VILM 2030?
The Vietnam Innovative Learning & Management (VILM 2030) - formerly VCOL – Vietnam Community of Lean Learning Organizations, committed to tackling the toughest questions on innovative learning and management. We partner with leaders, changemakers, and organizations who believe that real transformation doesn’t come from great ideas or strategies alone, but from deep learning, distinctive governance, and consistent execution - The Chopstick Friends - The Chopstick Minds - The Chopstick Way.
In 2025, VILM2030 is working with a number of universities, colleges, and companies to fill the school-market gap via the S2M - from Schools to Markets initiative. VILM2030 is also dedicated in building lean learning organisations and cities to contribute to the national transformation efforts via Lean Learning Cities programs in several provinces.
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"From Flat Tables to Bundled Chopsticks: How Cultures Build Low-Ego Teams" is a fascinating and thought-provoking article that offers valuable insights into teamwork, collaboration, and cultural influence. The comparisons and examples are both engaging and meaningful, illustrating how different traditions can foster humility, trust, and collective success. The writing is clear, insightful, and encourages readers to reflect on their own team dynamics. Much like an airline tracker helps monitor progress across different routes and destinations, this article helps readers navigate diverse approaches to building stronger, more cohesive teams. It is an informative and inspiring read that promotes effective leadership and mutual respect.
This is a fascinating perspective on how different cultures encourage collaboration and reduce individual ego within teams. The comparison between everyday practices and workplace dynamics makes the concept easy to understand and highly relatable. It highlights how small cultural habits can shape stronger, more cooperative environments. Reading this reminded me of daytontracking, where every part contributes to a larger process. A thoughtful and insightful piece with valuable lessons for modern teamwork.