Germans prepare thoroughly before making decisions. Important choices are preceded by information gathering, analysis, and systematic examination of the situation. Coming to a decision unprepared—without having done your homework—is considered irresponsible.

The more significant the decision, the more preparation it warrants. If you are working toward a decision with German colleagues, expect the process to include substantial preparatory work. Proposals should be well-researched. Options should be analyzed.

Background should be understood. This preparation takes time but is considered essential to making sound choices. Do not try to force decisions before the groundwork is complete. The investment in preparation pays off in decision quality.

Germans expect decisions to be based on reasons, and those reasons to be articulable. When decisions are made, justification typically accompanies them. Decision-makers should be able to explain why they decided as they did. Decisions that cannot be justified with reasons are suspect.

This creates accountability—arbitrary or poorly-reasoned decisions are exposed when challenged. When making decisions with German colleagues, be prepared to explain your reasoning. When receiving decisions, expect to hear the rationale.

If justification is missing, asking for it is appropriate. The requirement to provide reasons disciplines the decision process, pushing decision-makers to actually have good reasons rather than rationalizing after the fact.

Germans believe decisions should be made by those with appropriate authority and relevant expertise. Not everyone has standing to decide everything. Technical decisions should involve those with technical competence. Decisions within certain domains belong to those with appropriate position and knowledge.

When working with German organizations, understand who appropriately decides what. Technical matters will be deferred to relevant experts. Hierarchy matters for certain decisions. Functional expertise matters for others.

Trying to decide matters outside your competence or authority undermines credibility. Conversely, those with relevant expertise expect their input to carry weight. The allocation of decision authority according to competence improves decision quality.

When Germans make a decision, they treat it as binding. Decisions are not tentative positions subject to easy revision. Making a decision creates commitment to that course of action.

Those affected can rely on decisions that have been made. This stability means the decision process must be thorough—one cannot simply decide quickly and adjust later.

When working with German colleagues, understand that decisions, once reached, are expected to stick. Constantly revisiting decided matters frustrates expectations. Changing course requires justification and acknowledgment. This reliability enables planning and coordination—commitments can be built on decisions that hold.

Germans believe good decisions require adequate time for deliberation. Important choices cannot be rushed. The time needed for thorough consideration should be taken. Hasty decisions are suspect—they suggest inadequate thought.

When working toward decisions with German colleagues, do not push for artificial speed. Time for analysis, consultation, and deliberation is expected. Decision timelines should match decision significance. Decision-makers who take time to decide carefully are acting appropriately, not procrastinating.

Attempting to force rushed decisions on important matters will meet resistance because it threatens decision quality. Build adequate deliberation time into your decision processes.

For Germans, decisions are made to be implemented. The purpose of deciding is to enable doing. Once a decision is made, implementation is expected to follow. Decisions that are made but not implemented represent failure.

The gap between deciding and doing should be small. When working with German colleagues, understand that deciding creates expectation of action. Decision-makers bear responsibility for follow-through. Organizations that decide without implementing lose credibility.

The decision process is not complete until the decision is enacted. This also means decisions must be realistic and actionable—deciding something that cannot be implemented is pointless.

German decision-making addresses complexity. Important decisions involve multiple factors—practical, ethical, financial, technical, personal—and good decisions consider these comprehensively rather than reducing choice to a single criterion. Decision-makers are expected to identify relevant factors and address them systematically. Proposals that ignore obvious considerations are criticized as incomplete.

When working with German colleagues, demonstrate that you have considered multiple dimensions of a decision. Oversimplified analysis that ignores important factors will be challenged. Take time to work through the various considerations at play. Thoroughness in addressing complexity is valued over false simplicity.