AAA – Page 7 – understand-culture

Yes

German Approach

The German yes is more the exception than the rule. Germans are reluctant to enter into an agreement without being sure that they can fulfill it. When you get the German yes, however, it is firm. Examples

American Approach

A yes in the American context is more the rule than the exception. Americans almost instinctively say yes to assisting a colleague. The American yes, however, has different degrees of firmness. Examples

American View

It should be of no surprise that Americans expect, and therefore miss, getting a yes from their German colleagues, at least the intention to say yes.

Americans sense immediately their reluctance. It can appear that Germans are not helpful, not team-players. When Germans respond that they need to first check out the details, Americans suspect it to be an excuse.

German View

The spontaneous American yes does not appear credible to Germans. Americans seem want to say yes to everything, without first thinking through if they can deliver on their promises. What Germans call American overpromising can become a serious problem in transatlantic cooperation.

Advice to Germans

Beware of the American chronic overpromiser! It‘s not a sign of unreliability, but of spirit. Gain clarity about the binding character of that „Yes!“ by asking the famed w-questions: who? why? by when?, and of course, how? Flush out how serious and practicable a well-intended „yes“ is. Get concrete.

At the same time, listen very carefully to the conditions. Chances are they‘re meant to signal a „polite no“. As a rule of thumb, the more conditional the „yes“, the harder the „no“ being communicated.

When in doubt, simply explain to your American colleague that your command of nuances in the English language is limited, that you are not sure whether you are hearing a „yes“ or a „no“. Ask your colleague to spell it out a bit more literally.

Advice to Americans

Remember, Germans separate between substance and person. Vigorous intellectual give and take on controversial topics is not personal. In fact, it is one way in which the Germans demonstrate respect for America and Americans. It means that they take your point of view and America seriously.

So, engage with the Germans. Help them to understand the American viewpoint. And put some effort into understanding their point of view. It’s well worth it.

Reliability

German Approach

Germans expect a product to never break down. Not only the German engineer thinks this, but also the German consumer. A reliable product, like a reliable person, always delivers on its promise. Examples

American Approach

Americans expect a product to function well under adverse conditions. If it has problems, the supplier compensates by providing good service, at minimum additional cost and inconvenience. Examples

American View

Americans tolerate less reliability as long as it is made up for in service response time. In fact, a technically more reliable product can be more be more problematic if its service contract and its service provider are unresponsive and/or expensive. Reliability is just one product characteristic.

German View

Germans pride themselves on technical prowess. An unreliable product of their own making is a reason for embarrassment. An unreliable product of another‘s making is unacceptable. Germans find American products to be less reliable.

Advice to Germans

Enter into and remain in dialogue about how you define reliability, what are the market demands, where is your competition, how you can meet, possibly surpass the market and the competition.

Advice to Americans

Enter into and remain in dialogue about how you define reliability, what are the market demands, where is your competition, how you can meet, possibly surpass the market and the competition.

No

German Approach

The German no is more the rule than the exception. However, its level of firmness is based on context. The no can range from hard to flexible. Identifying the barriers to the yes reveals that range. Examples

American Approach

A no in the American context is more the exception than the rule. Americans pride themselves on being can-do people. They feel uncomfortable saying no. They couch their no in affirmative words. Examples

American View

Germans are often and quickly (mis)perceived as born nay-sayers. They can come across as unfriendly, uncooperative, not team-players. The German „no“ can be communicated so quickly and unabashedly that an American does not consider the possibility that it is the German way of saying:

„Sorry, I cannot commit to that right now, or without having thought about it.“ The attempt is not made to determine through discussion to what degree the „no“ might be a different way of communicating a conditional „yes“.

The danger in this interaction is twofold. Firstly, an otherwise mutually beneficial agreement is not struck. Secondly, and more unfortunate, the German colleague might be unfairly labeled as a „nay-sayer“, an uncooperative colleague to be avoided.

That person may never become aware of how they are misperceived by their American colleagues, thus affording no opportunity to correct the misperception, to correct the unfair label as „Herr Dr. No“.

German View

No less irritating for the Germans is the American no, which they almost never hear. Instead they get a conditional yes, which is communicated with terms and phrases which indicate clearly to the non-native speaker a positive, an affirmative response, a yes. Germans ask themselves what is so difficult about saying either yes or no.

Although Germans speak good to excellent English, few are capable of understanding the nuances of American English. And, the more complex the material discussed, the more politically sensitive situation it is embedded in, all the more subtle the language used by Americans.

A highly conditional „yes“ in the American context is in most cases a polite form of a „no“, a „polite no“, understood by each American involved, but perhaps misunderstood by a German to be a „yes“. For it is a sign of professionalism and finesse in the United States to be able to communicate rejection in a positive and affirmative way.

The effect? Two parties have an opposite understanding of the interaction. One believes to have entered into an agreement. The other believes to have clearly communicated that agreement was not arrived at.

Worse than the miscommunication, there lurks the greater danger of Germans drawing the conclusion that Americans don‘t hold up their side of the bargain. To be unreliable (unzuverlaessig), „not keeping your word“, on even the most minor of matters is considered highly negative in the German context.

To be labeled unzuverlaessig is to be labeled with almost a character flaw. It‘s a label which can take time to have peeled off.

Advice to Germans

Your German „no“ is harsh and unfriendly for the American ear. Either take it out of your repertoire altogether, or at least soften it. Explain your reluctance in a more diplomatic way. You won‘t be accused of being a therapist.

Enter into a dialogue with your American colleague by stating the reasons why you cannot (yet) enter into an agreement. Then give that person a chance to overcome your reluctance.

Strive to negotiate a mutually beneficial deal, with both having receivables and deliverables. Keep in mind, you may need and want assistance from this very same colleague at a later time.

Advice to Americans

Communicate more literally with your German colleagues. If you cannot enter into an agreement, simply state so. Provide your reasons, communicate regret, but try not to pack your „no“ into „wads of cotton“, as the Germans say. They won‘t break down into tears.

If you are willing to enter into an agreement, give clear indications to what degree your „yes“ is binding. Parameters can change. Use a percentage: „Sure, Hans, I can deliver that by next Thursday. But, I have a lot going on at the moment. I can guarantee it 80%. Let‘s talk again on Tuesday.“

Strategy Formulation

German Approach

Germans believe that important decisions should be reached via consensus. Ideally within the entire team, but at least among its key members. Once made, those decisions are best implemented when communicated, understood, and accepted by the broader organization. Examples

American Approach

Americans believe that important decisions should be made by the team lead. Ideally with input from key members of the team. Once made, those decisions are best implemented when communicated and understood by the broader organisation. Examples

American View

The German pursuit for consensus on strategy and important decisions rarely succeeds. Inevitably it requires too much time, or the internal debate never ends, or worse, a suboptimal strategy is chosen in order to please as many interests as possible. Leadership by consensus is a contradiction in terms.

German View

Input is sought only from selected members of the management team. These, together with perhaps other trusted colleagues who may not be directly involved, form a kind of „kitchen cabinet.“ There is low tolerance for open discussion and debate about important issues within the entire management team.

Advice to Germans

From the point of view of your American team members you are expected (and paid) to make decisions, especially strategic ones. Request and take seriously input from your direct reports. But in the end, you decide, you take responsibility. Americans expect you to lead from the front, not from the middle, and certainly not from the back.

If your American lead neither builds consensus nor consults your opinion, choose wisely the time and place to request a one-on-one talk. Don‘t insist that your opinion be considered on important decision or strategic issues.

And certainly do not hint that he/she does not listen. Finessefully lead your manager to the conclusion that your viewpoint could be of value to his/her thinking. If it does have value, you will be consulted, and more often than you expect.

Advice to Americans

Regardless of how clear you are in your strategic thinking, and how confident you are in your decisions, if you don‘t get the buy-in from your German direct reports (or the wider German organization), they will be neither able nor willing (or both) to implement them.

At the same time, let them know when the point has been reached for you to decide. Germans, too, see the downside of exaggerated consensus building.

Welcome your German lead‘s invitation to influence decisions and strategy. But do not misinterpret it as a strategy or leadership void.

And be careful. Your Advice might be accepted. If accepted, be prepared to remain involved and to carry part of the responsibility for your strategic input.

Context

German Approach

The German yes means a high degree of commitment. Before granting it Germans want to be sure that they can fulfill it. In order to decide they request a lot of context information up-front. Examples

American Approach

Once Americans enter into an agreement they are in constant contact. They see no reason to go into great depth about the context. But also because they reserve the right to exit the agreement. Examples

American View

A German colleague requesting what can appear to be too much background information can give the impression of being overly conscientious, risk-averse, even mistrustful.

An American would wonder: „If we have an agreement, why does my German colleague need so much information up front. Let‘s get started. We‘ll be in touch as we proceed.“

German View

Germans are surprised that Americans would ask them to enter into an agreement without having first provided the contextual information necessary to make a decision.

They then experience Americans who become impatient with their questions. Depending on the sensitivity of the agreement, a German might suspect that an attempt is being made to gain their „yes“ without them fully knowing or understanding the potential effects. A German might become careful, sceptical, even wary.

Advice to Germans

Your American colleagues expect a higher level of communication during the time span of an agreement. Therefore, they need not know the whole story up front. Provide what they need in order to get started.

If and when they require additional information, you‘ll hear from them. Be prepared to communicate on a more frequent basis.

Now, if an American provides you with too little context information in order for you to make a decision, kindly indicate this. Tell them that you simply are conscientious, that you want to get it right the first time.

Advice to Americans

Remember, Germans separate between substance and person. Vigorous intellectual give and take on controversial topics is not personal.

In fact, it is one way in which the Germans demonstrate respect for America and Americans. It means that they take your point of view and America seriously.

So, engage with the Germans. Help them to understand the American viewpoint. And put some effort into understanding their point of view. It’s well worth it.

Strategy Modification

German Approach

Germans expect room to interpret decisions when implementing them. In certain situations Germans will deviate considerably from a decision which they, as subject matter experts, judge to be counterproductive to the mission. Examples

American Approach

Decisions which cannot work or would damage overall efforts are communicated up the chain of command by those working on the tactical level. There is very low tolerance for modifying decisions without authorization from next-level management. Examples

American View

Americans in positions of authority, indeed, do not tolerate creative implementation deviating too far from the original intent of a decision. They note with astonishment to what degree German team members modify or “revisit” their decisions. In some instances this can border on insubordination.

American team members are surprised to hear from their German team leads that they should interpret more actively the tasks assigned to them. They wonder why the team lead simply doesn‘t make that task more clear. And they are equally surprised by how freely their German colleagues interpret management decisions.

German View

German team members quite often find American decisions too rigid. They feel degraded to mere implementers, following orders, forbidden to apply their education, training and experience to ever changing parameters „on the ground.“

German leads are surprised when their American team members do not take the initiative to interpret and implement the tasks assigned to them. They appear to want those tasks to be spelled out in detail first before implementing. German team leads can get the impression that Americans are not sufficiently self-managing.

Advice to Germans

Expect your American team members to ask for approval before they diverge from your decisions or strategy. They will be less willing than their German colleagues to act independently of you on important matters.

This is not a sign that they cannot self-manage, but of respect for your authority and judgement. At the same time, encourage them to make necessary adjustments without your approval.

If you are a German with an Americn team lead be very careful about making adjustments or changes to decisions without first getting a sign-off.

Your American lead sees herself as ultimately responsible for the results of your work. Check with her first, discuss your recommendation, get permission. If your advice is good, you will be given more freedom to act independently.

Advice to Americans

Your German team members will consult you far less frequently during implementation. And they will make adjustmens, even major deviations, without getting your approval.

This is not a challenge to your authority. Discuss with your team when they need your input before deviating from your decisions or from the overall tactical plan.

If you report to a German lead, and you see the need to immediately adjust your tactical plan, do so without asking your lead for approval. Maintain forward movement. If the decision itself requires reassessment, first formulate your advice, then inform your lead of the options.

Quality

German Approach

In Germany quality is more than just one of several product characteristics. The term Qualität is all-encompassing. It is a striving to go beyond the expectations and standards of the market. Examples

American Approach

For Americans quality is just one of several product characteristics. And it is always a function of price. In fact, in the U.S. market it’s all about value, about the relation of quality to price. Examples

American View

Americans would agree that Germans products most often are of very high quality. At the same time, they are considered to be high- even over-priced.

Secondly, the American economy allows for products of differing quality levels, some high, some low, many in between. A full range of value-based products are available to the buyer.

German View

Germans clearly view their products as possessing higher quality than American products.

Advice to Germans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?

Advice to Americans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?

Follow-up

German Approach

In Germany follow-up is infrequent. Once an agreement has been made neither party feels the need to contact the other in order to check its status or priority. Agreed is agreed. Examples

American Approach

In the U.S. follow-up is frequent. Americans enter into many agreements and on a constant basis. Follow-up is how they maintain a common understanding of the status of those agreements. Examples

American View

If follow up does not occur, one party gains the impression that for the other party the status or priority of the agreement has changed.

„Hmm, odd, I haven‘t heard from my German colleague since last week when he requested that report. Perhaps he got a copy from another source. I suppose he‘ll call if he still needs it.“

Other tasks, projects or agreements are then seen as more important. The danger is evident. The German colleague saw no reason to follow up. He, indeed, is expecting to receive the report by the date agreed to. The American colleague assumes the opposite, however.

German View

Frequent follow up can be interpreted as lack of trust or even as a form of controlling. Germans will ask themselves: „Do they think we forget agreements we‘ve entered into? Do they think that we make promises which we don‘t intend to keep? Are they implying that we are not reliable, not zuverlaessig?“ Their reaction will be one of discomfort, irritation, impatience.

Advice to Germans

Increase your use of follow up by 100%. Your American colleagues will judge it to be neither a sign of mistrust nor control, but of cooperation and teamwork.

Follow up helps them to better understand how the agreement fits into your and their work context. The communication will allow you and your colleague to respond quickly to changing parameters.

At the same time, explain to your American colleague when and how follow up is appropriate in the German context.

Advice to Americans

Explain to your German colleague as early as possible the function of follow up in the American context. Warn them of your need to remain up-to-date on your various agreements.

Then ask that colleague when and in which mode (telephone, e-mail, face-to-face meeting) interim communication is acceptable. At the same time, try to reduce your need for follow up by 50%.

Deliverables

German Approach

The Germans prefer a complete deliverable, even if late, over an incomplete deliverable, even if early. Lateness is tolerated as long as expectations are met. Completeness beats speed. Examples

American Approach

Americans expect the initial parts of a deliverable as quickly as possible. A partial deliverable early often meets the needs better than the complete product later. Speed beats completeness. Examples

American View

There are seldom situations in the American context when missing a due date is easily justified. From the American point of view, their German colleagues are simply too slow, their deliverables too perfect, too abgerundet.

Opportunities are missed. Particularly frustrating is to have very little communication during the agreed upon delivery time, only to have the deliverable suddenly arrive.

German View

Germans are impressed with rapid response times. But all too often they misperceive the initial part of the deliverable as most or all that they will receive, falsely drawing the conclusion that their American colleague has not fully lived up to their side of the agreement.

To then learn that they need to aggregate several parts of the deliverable leads them to the conclusion that their American partners are either not capable or unwilling of putting together a complete product.

Advice to Germans

Completeness vs. schedule, quality vs. speed, whatever terms you choose, this is an area of potentially considerable friction. Address this issue from the very outset of an agreement.

Define the terms specifically. What deliverables are involved? In what form will they be delivered? In pieces or as a whole? By when? From whom, to whom? For the sake of clarity, recommend to each other that you document this.

And most importanlty, remain in constant contact with each other about any modifications to this crucial part of the agreement.

Advice to Americans

Communicate more literally with your German colleagues. If you cannot enter into an agreement, simply state so.

Provide your reasons, communicate regret, but try not to pack your „no“ into „wads of cotton“, as the Germans say. They won‘t break down into tears.

If you are willing to enter into an agreement, give clear indications to what degree your „yes“ is binding. Parameters can change. Use a percentage:

„Sure, Hans, I can deliver that by next Thursday. But, I have a lot going on at the moment. I can guarantee it 80%. Let‘s talk again on Tuesday.“

Mini-Case Studies

July 4th – Topic: Communication

Bob lives with his German-born wife, Katarina, and their two children in Manhattan. When the holidays approach Katarina often invites over a few German ex-patriate friends – Ingrid, as well as Heinz and Petra. Bob invites his sister, Ann, as well as an old college friend, Larry and his wife, Mary.

All highly educated and informed people, conversation naturally gravitates towards current events, politics and society. The last time they were all together, however, the atmosphere became a little tense, turning into a competition of opinions. Larry and Mary felt uncomfortable and left early. Katarina and Bob argued in front of their guests. Ingrid and Heinz found the Americans a bit too senstive.

July 4th is coming up. Bob and Katarina want to have another party and again invite their American and German friends. But this time they decided to take a new approach, sending out invitations, with Bob providing insight for their German guests about how Americans communicate, and Katarina doing the same for their American guests about how Germans communicate. They wrote it in a humorous fashion: “Everything you always wanted to know about those crazy Americans … crazy Germans.”

What would you write about how your culture communicates in such a situation?

Handyman- Topic: Agreements

You’re quite the handyman. As a teenager you built your own tree fort. You’re an adult now, married, three young children, just moved into a home built in the 1950s, offering all sorts of opportunities to apply your natural talent.

You decide to build an outdoor deck. The spring is approaching and you simply can’t wait to get started. However, time is limited. The project’s success will depend on farsighted planning and disciplined execution.

You’ll need an architect. Fortunately, your sister-in-law has an architect neighbor who designs houses and will create the plan. Because you’re particular about materials you want to purchase them from a specialty supplier.

Thirdly, you’ll need some help. A few of the college-aged young men will be back in the neighborhood at the end of May. You’ll line them up as helpers. Lastly, you want your wife to keep the children away from the action so that folks can work without distraction.

So, you have more than a handful of things to organize and then to coordinate. And this means entering into and monitoring individual agreements with different kinds of people: the architect, the materials suppliers, the neighborhood college-guys, your wife. And all of this on a daily basis over several weeks.

In your culture what is key to entering into and managing those agreements?

“Well, I’d present it like this.” – Topic: Persuasion

You, an American, work in a transatlantic team which has come up with a creative approach to a difficult technical problem within the company. But, you need some serious funding. Your German team lead, Uwe, will present the solution to very senior management in the U.S.

You have a good sense for how these American managers think. At the same time, you have listened to dozens of German presentations, and are quite familiar with how Uwe lines up his arguments. There is the potential for a disconnect. You hint at this to Uwe. He is open to your advice.

Place yourself in your home culture. You team lead is non-native. What advice do you give to him/her before making that key presentation?

“Tommy needs a car.” – Topic: Decision Making

The summer is just around the corner. You and your spouse don’t want to continue driving your son, Tommy (age 18), and his two younger sisters around town to their various activities. Since Tommy has a driver’s license and drives responsibly, the two of you will sit down together on Sunday evening and plan your search for a reliable, safe and economical used car.

Put yourself in the shoes of Tommy’s parents. In your culture. Map out your decision-making process.

“Effective leadership means . . . .” – Topic: Leadership

You and your other German colleagues have a new boss, Susan Steel. Some of you know of Susan, a few have met her at company conferences, but none have worked directly with or for her. Next week Susan arrives in Germany as a long-term delegate and to begin her work. Because she wants to quickly get oriented, Susan has invited each of her German direct reports for a one-to-one talk. She would like to understand the expectations of her as the team lead, but also communicate her views about the optimal working relationship between team lead and team.

You’re in your home culture. In a similar situation. You want to help Susan to understand what makes for an optimal working relationship between a team lead and team. Describe that relationship.

A walk with your daughter. – Topic: Feedback

Your twelve-year old daughter, Emma, walks off the soccer field, her head hanging low. Her team just lost a 2-1 heartbreaker. Emma plays goaltender. Giving up two goals is nothing to be ashamed of. In fact, she blocked at least four shots on goal, two of which would have gone in against a less capable goaltender. On the other side, had Emma positioned herself better, she could have blocked one of the two goals scored against her team.

So, all in all Emma played well. But your young girl is ambitious. She wants to win and, like you, is overly self-critical. You know that giving her feedback after the game is not the right approach. You wait until after dinner later in the week, when the two of you take your young dog, Rex, a Weimaraner, out for a walk after dinner. It’s still summer. The days are long.

You’re in this kind of a situation. How would you give your daughter feedback?

“Turn down that noise!” – Topic: Conflict

Our courts in the U.S. are so full of disputes between neighbors that community mediators are being asked to resolve the conflicts. A member of the major’s staff in your town has asked you to get involved.

You’ve lived in the town for many years, are respected and involved in various activities. You go through the two-day training, then are given your first case. Apparently, the teenaged Johnson boys and their heavy metal rock band have been hitting ever higher decibel levels in their basement studio.

Louise (63) and Richard Moser (65), next door neighbors to the Johnsons, have called the police a half dozen times and are threatening now with a lawyer. It’s a nice neighborhood. Folks get along fairly well. The Johnson boys are good kids, but a bit high-energy. Their parents, both working, are busy. Maybe they don’t have their boys under control. Who knows? The Mosers, solid citizens even if at times overly critical, moved into one of the first homes on the block decades ago and raised three children of their own. The Johnsons moved in just a few years ago.

Image this or a similar situation in your culture. Your task is to resolve the dispute. What will be your approach? Describe the steps, their sequence, and what is critical to success.

Technology and History – Topic: Product

You’ve been selected to advise the director of the new Museum of German Industry in Stuttgart, generously financed by large German corporations.

Although you were trained as a mechanical engineer at the Universität Aachen, and have over twenty years of experience in product development, you also think as a historian. History was your favorite subject at your Gymnasium in Düsseldorf, and your mother was a professor for Modern German History at the Universität Köln (Cologne).

You were chosen to advise the director because your concept for the museum recommended a comparative approach. Over the years you’ve worked closely with U.S. companies and are very aware of how different the German and American product philosophies are.

You have been asked to design the first major exhibit communicating the essentials of your culture’s fundamental product philosophy.

What are those essentials? What products exemplify them? What would the exhibit look like?

A Little Process Handbook – Topic: Process

You’re a high-level attorney, a single parent raising two girls: Marie 15, Anna 12. You and your girls live in a lovely home in the Washington, D.C. suburbs with almost half an acre of land. The summers are hot, humid, often rainy. The grass needs to be cut once a week.

It’s time for Marie to take over mowing the lawn. It’s a little tricky, though. Tree roots pop up in unexpected spots. There is lots of mowing around bushes. The winds at night leave twigs strewn across the lawn. Tiny stones can shoot off like bullets into all sorts of directions. And the powerful mower is to be handled carefully. You need to explain to Marie how to cut the lawn efficiently, and without injuring herself or anyone else.

Put yourself in the same or similar situation. In your home culture. Because you can type fast, you pull out your laptop in order to describe the process for Marie. What will that little process handbook look like: chapters, sequence, length, depth, etc.?

Dr. Mommsen’s Book – Topic: Customer

Dr. Dirk Mommsen is a well-known business consultant and author. His upcoming book is about how companies establish and maintain long-term business relationships in a fast-paced, global economy.

One of the chapters will compare cultural approaches. You‘ve agreed to be interviewed by Dr. Mommsen because you manage your company‘s most critical collaborative business relationships.

He asks you: “In your culture how are business relationships built and maintained?” How would you reply.