Exploring Queer Thinking within Organisations: No Normal?!

Sometimes, the best inspiration comes from stepping outside our familiar frameworks. When I first encountered Queer Thinking a few weeks ago (thank you Verena Lanzinger !), it immediately sparked my curiosity.

Together with the amazing experts (and most empathetic facilitators!) Dr. Joachim Haupt and Luisa Bergander , we organised a workshop for HR leaders in the HV Capital portfolio to explore Queer Theory and its potential applications in organisational contexts.

At the close of a challenging year, when HR leaders might feel drained by repeated discussions on people and culture, offering an unconventional topic yields fresh, serendipitous insights.

"Queer Thinking for Organisations" feels particularly timely as businesses grapple with redefining their identity and narrative in today's uncertain economic environment.

So, without a clear destination, we embarked on a thought-provoking journey that evening that turned out to be inspiring, slightly controversial, and definitely eye-opening.

What is Queer Thinking?

For context, Queer Theory is an interdisciplinary field that emerged in the 1990s, rooted in feminist Theory, LGBTQ+ studies, and post-structuralism. It challenges normative assumptions about identity, societal norms, and power structures. In organisational contexts, Queer Thinking invites us to rethink what's "normal," break out of binary thinking, and explore concepts like radical softness.

So, what is Queer Thinking in the context of Organisations?

Firstly, Queer Theory helps us (re)define what we consider "normal."

It investigates how "normality" is constructed in society, challenging the idea of a fixed, universal standard. Instead, it reveals how norms often marginalise or oppress those who do not conform. Queer Theory embraces multiplicity and rejects binary classifications. Rather than seeking inclusion within existing norms—such as same-sex marriage as a form of assimilation into heteronormativity—it often advocates for dismantling the very frameworks that define "normality."

Queer Theory celebrates difference and nonconformity as valuable rather than as deviations that need to be corrected or erased. In the context of startups and organisations, this perspective encourages us to question what a "normal" organisation looks like regarding aspects such as organisational design, hierarchies, decision-making, power structures, compartmentalisation, and culture. It prompts us to rethink procedures we take for granted as "normal."

Normality itself is not a judgment but something we can reconsider and become more conscious about. "Normal" provides clarity, stability, and a sense of safety—serving as a compass for guiding members of an organisation. However, there is significant untapped potential in organisations that dare to redefine what "normal" means for them. This may involve exploring new organisational types, innovative ways of working, or reevaluating the more minor aspects of their operation.

While "challenging the status quo" is inherent to startups, many still adhere to a "standard" org chart and procedures. Here, queer thinking serves as an invitation to reconsider, reassess, and possibly redefine what we believe should be "the way things are done," as these are all constructed concepts open to disruption. Organisations often arrive at similar answers to the same questions regarding organisational life, but this can change.

We do not need to unquestioningly imitate successful practices or adhere strictly to professional standards (whilst still adhering to governance and compliance). Startups, in particular, have the freedom to set their standards and discover their paths. Despite this freedom, many founders hesitate to reassess predefined procedures within their organisations, even as they disrupt markets, develop innovative products, and create meaningful inventions.

Secondly, Queer Thinking invites us to question binary classifications and explore the space in between.

Consider the various binaries present in your organisation: leadership versus employees, tech versus everyone else, men versus women/non-binary team members, office versus remote work, full-time versus freelance staff, yes versus no, low performers versus high performers, managers versus individual contributors, up or out, white collar versus blue collar, HQ versus field, and more.

Queer Theory and non-binary thinking are closely related, as both reject rigid, binary categorisations and emphasise the fluid and socially constructed nature of identity. By challenging these binaries, Queer Theory encourages broader ways of understanding the human experience. Fluidity is a powerful concept that is often overlooked and underutilised. While binary thinking simplifies various aspects of our world, it is essential to recognise the spectrum that lies in between. Between "wrong" and "right" or "male" and "female" exists a broad range of alternative answers to our questions. Most significantly, non-binary thinking invites us to consciously reflect on these categories and find space for flexibility in between.

Thirdly, the concept of "radical softness" may seem odd in connecting to the business context, but it is worth exploring.

Radical softness, closely aligned with Queer Theory, emphasises vulnerability as a form of resistance against societal expectations of toughness and stoicism. It challenges traditional power structures by valuing emotional openness and empathy, particularly within marginalised communities, to foster deeper connections and dismantle oppressive norms.

In organisations' context, we observe that many businesses react harshly during vulnerable times. This reaction is understandable, as uncertainty, fear, and vulnerability can drive us to seek control and regain power in the face of instability. However, we can navigate these challenges with respect, values, and principles.

Connecting radical softness and queer joy to startup organisations involves fostering a culture that prioritises emotional authenticity, inclusivity, and the celebration of diverse experiences, which challenges the traditional "grind culture" frequently associated with startups. HR leaders may resonate with this shift, as they often aim to encourage leaders to model emotional openness by sharing more openly and personally and fostering psychological safety within their teams.

Summary

Queer Thinking offers organisations a new lens through which to challenge norms, reframe binary thinking, and embrace emotional authenticity. It invites us to reconsider "normality"—from traditional hierarchies to decision-making processes—and to explore new ways of working that align with our unique identities. Rejecting rigid binaries opens the door to flexibility and fluidity. The concept of radical softness, emphasising vulnerability and emotional openness, aligns well with building psychologically safe workplaces where authenticity thrives. Similarly, queer joy inspires the celebration of diverse experiences, reshaping startup cultures to be less about grind and more about human connection. These ideas challenge organisations to break free from predefined norms and create spaces for creativity, resilience, and genuine transformation.

I encourage everyone to explore this topic further and engage with Luisa Bergander and Dr. Joachim Haupt - They have a rich background at the intersection of queer theory, practice, and organizations and are wonderful conversation partners.