Duden, the German dictionary, defines abweichen as: to change direction; to be different, to differentiate.
Synonyms are: differ, deviate, vary, veer, depart, stray, drift, digress, swerve, aberrate. But also to be at variance, to go rogue.
Protections
“Today, caveat emptor does not apply to as many situations as it once did. Due to the changing marketplace, government regulations were created to protect consumers’ interests. With the release of the Uniform Commercial Code (UCC)—a set of business laws that regulate financial transactions that occur across states—for example, warranty provisions are much more common. Additionally, some industries now require seller disclosures.”
Driving in Germany
“From the German Autobahn to the US Interstate System, der Führerschein or driver’s license – over the past few years we have done a LOT of driving in both Germany and the United States.
Although the US Highway System was modeled after the German Autobahn, you might find some surprising differences. Come ride along with us as we roam the roads of both countries!”
Very helpful, and funny, comments. From Germans. Explaining their logic:
“Germany: The problem that you cannot see the traffic light clearly when you are in the front row is resolved by the fact that the car behind you immediately honks when you are not driving when the traffic light changes to green :-)”
“The main reason why traffic lights in Germany are on your side of the crossing is clarity. Germany with its old town centers has many very irregularly shaped crossings, and a traffic light at the opposite side can not easily be attributed to a certain lane or even a road. When the first traffic lights were introduced in the 1920s, Germany experimented with the placement of the traffic lights on the opposite side or hanging down from cables spanned across the crossing. In the 1950s, all those installations were removed due to constant confusion of drivers.”
“Turning right on red lights is not often used in Germany due to pedestrian and bicycling traffic. When you are waiting on a crossing, chances are high that you not only have to watch out for car traffic, but also for pedestrians and other traffic you don’t regularly have in the U.S.. Thus in Germany, turning right on red lights is decided on a case-by-case base.”
“My instructor in Germany told me early on: “You are behind the wheel, you are handling a weapon.” This stuck with me.”
“About the driver’s license: there is a 40% fail rate on both the theoretical and practical exams here in Germany, which says a lot about the quality of the drivers the government is striving for. As I tell my kids: Driving is easy. Being a driver is not.”
Want to know the why for a culture’s behavior? Simply ask them.
Guaranty vs. Tool
For Americans processes are tools, a means to an end. Processes enable people to organize their work and their interaction. Processes cannot and should not replace human judgment. Examples
Guaranty vs. Tool
For Germans the product, and the processes which lead to that product, are two sides of the same coin. A work result – a product or service – is only as good as the processes which led to it. Good processes guaranty good results. Examples
Deductive vs. Inductive
Deductive thinking is by inference. The conclusion about particulars follows necessarily from general or universal premises. German processes are arrived at more deductively, based on standards and norms. Examples
Process as Power
Because Americans are less inclined to view processes and procedures as governing the inner workings of a company, having the say is seldeom the forum where battles over power and influence take place. Examples
Discipline vs. Deviation
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
Discipline vs. Deviation
German Approach
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
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.
Advice to Americans
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.
Process as Power
German Approach
If processes govern the inner workings of a company, whoever has the say about those processes determines how the work is done. Germans strive to have the say about processes. Examples
American Approach
Because Americans are less inclined to view processes and procedures as governing the inner workings of a company, having the say is seldeom the forum where battles over power and influence take place. Examples
American View
The more that success is based on the relationship with the customer, the less important are the disiplines develoment and manufacturing.
Germans don‘t understand the primacy of market orientation. Americans, therefore, are less concerned about Germans having the say in that area.
German View
The more that success is based on the product itself, the less important are the disciplines sales and marketing. Americans don‘t understand the primacy of product. Germans, therefore, are less concerned about Americans having the say in that area.
Advice to Germans
You Germans and Americans are colleagues. Get out of the power and influence game. If processes are crucial to success, convince your American colleagues to remain involved. Don‘t make the mistake of creating processes without total transparency and involvement of your U.S. colleagues.
Otherwise you‘ll produce German processes which don‘t work in the U.S. Your American colleagues will not implement them and make convincing arguments to upper management why. You‘ll lose that battle. It‘ll be painful.
Advice to Americans
Whether you think it important or not, get engaged in the internal debate about processes. To prevent it from devolving into a power struggle, demand full representation, full transparency and full accountability.
While involved, avoid being drawn into skirmishes. Focus, and keep your German colleagues focused, exclusively on those processes which improve performance and the bottom-line.
At the same time, get your German colleagues involved in your strategic thinking about how you go to market. Give up some of that power.