Breaking Monism in European SMEs

One of the areas in which diversity and inclusion are beginning to make a real difference in small and medium-sized enterprises in Europe is precisely in the way teams are managed and opportunities are distributed, and the truth is that this change is not limited to paper. Most companies still apply only part of the existing guidelines or recommendations, and in practice this shows: who has a voice, who accesses opportunities, and who truly feels included often depends on the extent to which practices have been adapted to the reality of each team.

The most common mistake continues to be assuming that treating everyone the same is fair, but experience shows that this logic, although apparently simple, can reinforce inequalities. Ignoring differences between people, whether intentionally or not, creates disadvantages that accumulate over time and affect both performance and the work environment.

For this reason, the University of Barcelona proposes a clear distinction between monism and pluralism. Monism is based on the idea that there is only one correct way to do things and that everyone must pass through the same funnel, seemingly equal but actually generating inequity. Pluralism, in contrast, starts from accepting that each situation is different and that measures must respond to specific needs; applying it means adjusting resources where they are really needed to achieve effective equality, treating differently those who are different. A simple example illustrates the idea: dividing a public toilet 50/50 between men and women may seem fair, but if there are six urinals and only four cubicles, the queues will be unequal; distributing resources according to need is, ultimately, effective equality.

Applying this logic within a company involves observing how processes work, detecting the obstacles that prevent certain people from accessing opportunities, and adapting practices to the context. There is no single formula, but when it is well adapted, the effects are perceived quickly: the organisation gains cohesion, teams collaborate better, and people participate with a stronger sense of belonging.

At a European level, many companies claim to promote gender equality and other forms of diversity, but only around 7 % of SMEs have managed to make these practices felt in day-to-day life, according to the EY European DEI Index 2024. This shows that the real difference is made by everyday decisions.

Moreover, beyond regulation, diversity generates tangible and perceptible benefits. Inclusive management of certain groups, such as people with disabilities, is associated with increased performance and productivity when applied consistently. It also contributes to attracting and retaining talent: an increasing number of workers value the company’s principles and purpose when making choices. At the same time, diversity leads to innovation and better prepares organisations for unexpected changes, and the benefits are not only quantitative: commitment, identification with the company’s purpose, and shared responsibility are strengthened, and people want to continue being part of the project not because they are obliged to, but because they feel genuinely included.