Gottfried Wilhem Leibniz (1646-1716) was a German philosopher and polymath (someone with expertise in many different areas). He is considered one of the strongest proponents of rationalism, a school of philosophy which stresses that knowledge is accumulated primarily, solely through thought.
Rationalists did not believe that authentic knowledge could be gained via the senses, through empiricism (experience). Cogito ergo sum – I think, therefore I am – as Descartes put it, the founder of modern rationalism.
The historians of philosophy contrast rationalism with British empiricism, led by David Hume, Thomas Hobbes and John Locke. These empiricists argued that knowledge is gained first and foremostly via the senses. Simply stated, experience is more important than (informs) pure thought.
Although such overly simplified characterizations are questioned by today’s experts, they show a fundamental difference between continental philosophy (German and French) on the one side and British, and later British-American, philosophy on the other.
The competition between rationalism and empiricism is in the end a battle between deduction and induction.
Serve: The English term service implies graciousness, helpfulness and to a degree selflessness. To serve is to be humble. Serve stems from the Latin word servitium, which meant the condition of a slave. Service, at its roots, involves one person serving another or several. It is inherently personal.
The term service in the context of American business involves the notion of servitium: to respond to the needs of your customer, to serve that customer personally and individually. But service also anticipates compensation: payment, customer loyalty, growth of the business.
Service is both personal and commercial. They go hand-in-hand. Impersonal service seldom leads to commercial success. Personal service without fair compensation is servitude. And, indeed, some business relationships are so one-sided that the one serving feels more like a slave than a free person.
Personal: Of, relating to, or affecting a particular person; done in person without the intervention of another; carried on between individuals directly; relating to the person or body; relating to an individual or an individual’s character, conduct, motives, or private affairs often in an offensive manner; being rational and self-conscious; of, relating to, or constituting personal property; intended for private use or use by one person. From Latin persona.
Helpful: Of service or assistance, useful.
Selfless: Having no concern for self, unselfish.
Humble: Not proud or haughty, not arrogant or assertive; reflecting, expressing, or offered in a spirit of deference or submission; ranking low in a hierarchy or scale. From Latin humilis low, humble, from humus earth.
Den Wald vor lauter Bäumen nicht sehen – to not see the forest for the trees – is an often-used figure of speech in Germany (and in the U.S.) describing how one can fail to see the bigger picture due to focusing on the details.
This figure of speech always has a negative connotation and implies that a person does not have everything under control, is not capable of stepping back in order to assess the broader situation.
This is considered in Germany to be a serious weakness, for in their work they strive to orient themselves on universal (generally valid, admitted, accepted) conditions (prerequisites, requirements, premises, suppositions).
In doing so Germans try to maintain a certain amount of distance from the details of their work, in order to always recognize (be cognizant of) basic structures and patterns.
There’s a fine line between honesty and politeness and Germans are known abroad for not beating around the bush. Kate Müser and Waslat Hasrat-Nazimi at Deutsche Welle in Bonn explore the rather direct questions they’ve had to answer in Germany.
Note 1: Towards the end Kate states that it is impolite to discuss politics in the German context. This is not correct. In fact, it is just the opposite. Many comments below the video on YouTube are by Germans stating this clearly.
Note 2: Another German commented, and rightfully so, that the opposite of direct is not polite, but instead indirect. The commenter goes on to state that Kate’s ironic winking about how German directness can be impolite is an unfair judgement of the German people.
Camlog zeichnet die Zusammenarbeit in einem starken Team aus, das die Zukunft aktiv gestaltet. Unsere Kunden und die Patienten stehen bei all unseren Bestrebungen im Mittelpunkt. Glaubwürdigkeit und gegenseitiges Vertrauen sind uns besonders wichtig. Nur so entstehen langfristige Beziehungen, die wir bei Camlog jeden Tag mit viel Kreativität und Engagement pflegen. Wir leben den Partnerschaftsgedanken mit unseren Kunden. Die Begeisterung für ein erfolgreiches Miteinander auf Augenhöhe macht uns stark.
. . . here’s the translation:
Successful cooperation on equal terms
Camlog is characterised by cooperation within a strong team that actively shapes the future. Our customers and patients are at the heart of all our endeavours. Credibility and mutual trust are particularly important to us. This is the only way to build long-term relationships, which we at Camlog nurture every day with a great deal of creativity and commitment. We live the idea of partnership with our customers. Our enthusiasm for successful cooperation on equal terms makes us strong.
On equal terms. And not a master-slave relationship.
Communication with the customer about expectations is a primary role of American business. For example, a senior consultant at a major American strategy consulting firm described collaboration as an attribute that is “built into the very culture of our consulting firm.” New consultants are selected for their ability to understand and respond to the needs of their clients.
The website of a leading strategy consulting firm tells future clients that “custom solutions yield the greatest competitive advantage and value for our clients. We ground each solution in how our client’s organization actually works and in the client’s unique position in the marketplace.”
In order to understand the client’s unique situation and demands, the consultants work side-by-side with the client’s employees and listen to their concerns.
A report from the Center for the Study of Social Policy about customer service describes the complex interplay of factors involved in customer satisfaction. One finding of the report is: “Successful customer service companies listen to, understand, and respond—often in unique and creative ways—to the evolving needs and constantly shifting expectations of their customers.“
It’s been said many times that Konrad Adenauer – West Germany’s great chancellor from 1949 until 1963 – was a master of communicating the complex simply.
His extraordinary ability to communicate with the “average Joe” was particularly effective in the early post-War years in West Germany. During one of the great national debates in the Bundestag about West German foreign policy Adenauer contrasts starkly his policy to that of the opposition Social Democrats by shouting: Wir wählen die Freiheit! Between slavery and freedom, we choose freedom!
If you understand German, and if you are even only somewhat familiar with the history of modern Germany, and the history of West Germany after the Second World War, then you should listen carefully to this extraordinary interview with Konrad Adenauer from the year 1965 with the highly-respected political journalist, Günter Gaus:
Augenhöhe. Literally eye-level. To be at eye-level with each other. Germans reject any form, even the slightest indication, of a one-sided customer-supplier relationship. One-sided in the sense of imbalance, a working relationship in which the one is master, the other slave.
For Germans, implicit in any business relationship is a transaction, an exchange, a trade. A problem is solved. A need is satisfied. A lack of expertise in a particular area, on a specific question, is provided from the outside. Manufacturing needs better technology. The company needs advice concerning tax law. Another company needs help with marketing, logistics, personnel, product packaging, research and development.
The list of possible business transactions is infinite. People, teams, companies collaborate, work together, because one has something the other needs, and will exchange it for something of value.
Germans are very sensitive to maintaining balance in any form of collaboration. The German customer wants in a supplier, service provider or consultant: someone who insists on working with them at eye-level, who is self-confident, knows her own worth, and rejects any working relationship which can lead to an imbalance.
The German customers want the best possible work results, input, support from suppliers, service providers, and consultants. They do not want those who react immediately to each and every desire, idea, or spontaneous thought they might have, as if the client had issued a purchase order.
Often the customer is not in a position to recognize what is best for them. And every customer is, in turn, a supplier, service provider or consultant to another company in another business relationship. That’s what business means. Today customer, tomorrow supplier.
The Germans would far more prefer to consult than to serve. Consulting is knowledge- / expertise-based. To give advice. Two parties standing at eye-level to each other. Balance. Listen, discuss, decide, act. The one side pays for it. Of course. But for the Germans, the customer is never king. And the supplier, service provider, consultant is never slave.
Not many people know of the great friendship between Joe Louis and Max Schmeling, at their time the world’s greatest boxers.
June 19, 1936. In famed Yankee Stadium in the Bronx. The American Joe Louis versus the German Max Schmeling. Their first of two fights. Louis undefeated 24-0 and never knocked down, hits the canvas in the twelfth round. The fight is over.
Round 12 starts at 27:27. At 29:27 Louis is defenseless. He goes down. The referee ends the fight. Schmeling rushes over to help Joe Louis. Schmeling stays with Louis all the way over to his corner of the ring. Schmeling’s people have to literally pull him away from Joe Louis.
Among the attendees of the fight was Langston Hughes, a major figure in the Harlem Renaissance and a noted literary figure. Hughes described the national reaction to Louis’ defeat in these terms:
“I walked down Seventh Avenue and saw grown men weeping like children, and women sitting in the curbs with their head in their hands. All across the country that night when the news came that Joe was knocked out, people cried.”
Poet and author Maya Angelou, recounted her recollection. A young Angelou had listened to the fight over the radio in her uncle’s country store in rural Arkansas. While Louis was on the ropes,
“My race groaned. It was our people falling. It was another lynching, yet another black man hanging on a tree …. this might be the end of the world. If Joe lost we were back in slavery and beyond help. It would all be true, the accusations that we were lower types of human beings. Only a little higher than the apes.”
June 22, 1938 – two years from the day Louis had won the world heavyweight title – the fighters meet once again in a sold-out Yankee Stadium in New York City.
Louis defeats Schmeling in the very first round. Knowing what a true and loyal friend Schmeling was to become to Joe Louis at the end of Louis’ life, it breaks your heart to see how helpless Max Schmeling was in the final seconds of this first round.
After retiring from the ring, Schmeling purchased a Coca- Cola bottling and distribution franchise in Hamburg in 1948, the first in Germany after World War II.
Schmeling reached out and developed a friendship with Louis after their boxing careers ended and provided financial assistance to his former foe in the 1950s. He also paid for part of the funeral arrangements when Louis died in 1981. Max Schmeling was one of the pallbearers.
“It wasn’t until after World War II that I saw him again,” Louis said in his autobiography. “We hugged each other and we’re real friendly and kept in touch by phone.”
The battles between Louis, a black man, and Schmeling came to symbolize for some the coming struggle between Hitler’s Third Reich and the Allies in World War II. Although Hitler had praised Schmeling after the first fight, Schmeling was not an admirer of the German leader and refused to join the Nazi party.
Schmeling, who served as a German paratrooper in World War II, later received an award from the International Raoul Wallenberg Foundation for risking his life to hide two Jewish brothers during the Kristallnacht on November 9, 1938, when Jewish homes, businesses and synagogues were attacked and destroyed by Nazis.
The boys, Henri and Werner Lewin, made their way to the U.S., where Henri became a hotel owner. Schmeling kept his act of courage secret. Henri Lewin revealed it at a dinner honoring the former champion in 1989:
“He risked his life for us. Our lives weren’t worth a penny,” Lewin said in a 2002 interview with the Jewish Bulletin of Northern California. “I said, ‘If this is a Nazi, he’s a good Nazi. But I want you to know one thing: I wouldn’t be sitting here today if it wasn’t for this Nazi.'”
Max Schmeling never joined the Nazi Party.
August 9, 1973. Legendary boxers and great friends, Max Schmeling and Joe Louis meet in New York, as Schmeling arrives for visit.
This History Channel documentary is well worth watching.
In 2009, author Neil Gaiman, who was born in England but has lived in the US since 1992, wrote a blogpost titled Entitlement Issues. In it he discusses a letter he received from a fan of the author George R R Martin, who complained that it seemed like Martin wasn’t spending enough time working on his latest novel.
Gaiman comments on how readers tend to think that, once they spend money on one of the books in a series, the author no longer has the right to do anything other than write the next one.
At one point he writes “you’re complaining about George doing other things than writing the books you want to read as if your buying the first book in the series was a contract with him: that you would hand over your ten dollars, and George for his part would spend every waking hour until the series was done, writing the rest of the books for you.”
The English-American author also attempts to convince readers that authors are not obligated to fulfill their readers’ every wish, saying, “George R R Martin is not your bitch.”