Germany – understand-culture

Don‘t write it down

In Germany the written word has a higher level of binding character (commitment) than the spoken. Once a process – how the work is done – has been documented, and if done so in a detailed way, Germans feel obligated to work along that process in a strict way.

This reduces their freedom to deviate from the process, to improvize, based on the specifics of a given situation. For this reason, and a few other, Germans do their best to avoid documenting how they work.

The German self-understanding also comes into play. They often feel that it is simply not necessary to write down how they work. Germans are well-trained, tend to work in the same area for many years, are very familiar with formal and informal processes, can rely on the advice of their colleagues and management, and want always the freedom to work independently.

And German departments have a high level of institutional knowledge, which is passed on to younger colleagues. It is seldom necessary for colleagues sit down and document all of the things they do in order to produce good work results.

Richtlinie or guideline

Americans have a higher tolerance for deviating from processes. Americans see processes and procedures fundamentally as tools. Whereas a German colleague sees in a process a Richtlinie (order, instruction), his American counterpart often sees a guideline. The term guideline is often translated into Richtlinie. This translation is false and misleading.

Like their German colleagues, Americans seek that fine line between process-discipline and -flexibility. The moment a process makes unnecessary demands which do not serve the overall goals, that process is deemed rigid. Americans will deviate by reevaluating the most important factors: risk, resources, back-up contingencies, and the final value-added for the end-customer.

Results delivered in a timely fashion, even if the product of a process is not followed step-by-step, are preferred over results delivered too late, but the product of a process vs followed step-by-step. Americans, both as customers and suppliers, can “sleep at night” with the so-called 80%-solution, as long as the missing 20% is compensated by the advantage of speed, responsiveness or price (cost).

When to deviate: Americans are quick to deviate from steps within a process or procedure if: it does not add value, does not help, does not move their work forward; external forces demand it, such as schedule, budget or customer demands; after getting input from experienced colleagues and/or permission from their team lead or process owner; and as long as the deviation conforms (compliant) with laws and regulations.

Americans speak of taking a down and dirty approach, of doing whatever it takes to get the job done, of being pragmatic.

Flexibilität

The German dictionary Duden defines Flexibilität (flexibility) as: flexible property, quality, composition, character; bendability, pliability; the ability to adjust, adapt, conform.

Synonyms: Wendigkeit agility, maneuverability, mobility; Nachgiebigkeit compliance, softness, resilience, yielding; Geschmedigkeit malleability, litheness, limberness.

Discipline vs. Deviation

Processes are most effective when they maintain a balance between discipline and deviation. Germans prefer generally formulated processes allowing for interpretation based on the “situation on the ground.” Examples

Discipline vs. Deviation

German Approach

American Approach

Americans seek that fine line between process discipline and flexibility. However, the moment a process step makes unnecessary demands, “no value-add”, Americans will deviate. Examples

American View

When and why Germans adhere strictly to a process versus when they deviate, appears arbitrary, remains a mystery to Americans, is a source of irritation. And although many Germans processes are formulated in only very general, often theoretical language, they expect strict discipline.

German View

When and why Americans adhere strictly to a process versus when they deviate, appears arbitrary, remains a mystery to Germans, is a source of irritation. Because they construct complicated and interconnected parallel processes, it is critical to be informed early about deviations.

Advice to Germans

Sit down together. Address those processes which are key to your success. Identify their key gates or checkpoints. Discuss, understand, then if possible decide when specific process steps must be followed strictly versus when they can be interpreted.

Also, agree on how you will inform yourselves of these choices. Life is fluid. The business world is fluid. Your internal processes need to be fluid. Be prepared to meet on a regular basis so that you remain fluid in your cooperation.

German Approach

American Approach

American View

German View

Advice to Germans

Advice to Americans