Diversity increases the potential for innovation and creation of values, and gender equality is probably the most important factor of diversity. However, variety in itself is not enough, consciouss organisational work is also a necessity if diversity is going to have a positive effect.

What social innovation means becomes clear when looking at areas like work and family-life. ”Self-organized groups” in the industry was a social innovation of the 1970’s and 80’s. ”Common-law marriages” was another social innovation at that time. Social innovations differ from technological innovations, although they are related. If social innovation does not appear, the risk of a stop in technological innovation is greater.

Today many important processes of social innovation are connected to increased gender equality. Women’s higher education and stronger position at the labour market and the transition from a pattern of male breadwinners to more equality between the genders regarding provision require changes both at the workplace and in the family. Gender equality is a key-factor in the Nordic wellfare model. Men’s ability to change and possibility of changing is a central issue which includes fathers’ care of children and better qualifications in areas which previously have been regarded as female. Men’s use of rights of care-giving is positively connected with profitability. Gender mixed workplaces have a better job satisfaction, while in single-gender workplaces – also among men – most of the employees want more gender diversity.

In today’s society the borders between genders are still strong, and hierarchies exist among genders which make new choices difficult. New research shows that gender equality at home gives a better quality of life for both genders, but the gains are greater for women, while the impression of men’s situation is more mixed.

Traditionally there has been little focus on men, innovation, and management in research on masculinity, or this has been discussed critically. Management has been associated with gender power. However, the situation today among managers is more varied and characterized by changes. Many male managers live in two-carreer relationships or relationships in which gender equality at home has a high priority. Managers in the Nordic countries have markedly more gender equal family-patterns than e.g. American managers. Studies have shown that attitudes and probably also practices among the elite have become more oriented towards gender equality generally, and also at work.

The gender segregation is no longer most marked in the top of society. On the contrary it is more common on lower levels than on higher. The best integration can be found at the higher middle level (of education and income), but also the top levels have a tendency to be more influenced by this. Therefore an important task for a more gender equal management is the questions of how gender equality can benefit the whole organisation, and how to break down traditional gender segregation – that is, a conscious organizational process of change is needed.

Important themes for a workshop about masculinity, management, and social innovation could be:

How can management and family-life be combined?

How can we understand social and cultural innovation, especially in connection to management and organisation?

How can new gender relations improve the effect of diversity in regard to ethnicity, age, sexuality etc.?

How can the Nordic model become more ’operational’ in relation to globalization?