Germany – Page 41 – understand-culture

selbständig – independent

“The team at Minderleinsmühle opened up their hearts to me. From the first minute onward I felt very comfortable. In my area I work independently. My colleagues, however, are always there for me should I need help. Every day I learn something new.” Anna, Intern in Quality Control, 2019

Minderleinsmühle near Nuremberg, Germany. From their website:

“Our mueslis & cereals, pastries, sweets, chocolates and snacks stand for high-end quality, sustainability and best taste. Under leading of the Hubmann Family, the Minderleinsmühle was arisen from a craft mill with connected agriculture to an established manufacturer in the sector of organic food. As a grown enterprise with a vision, we unify craftsmanship and experience with technology and innovation.”

John Lukacs

From John Lukacs’ great work Historical Consciousness, 1968, Harper & Row:

“The history of a problem may be the principal approach to its diagnosis.”

“History for us has become a form of thought.” and “There is no field of human action that may not be approached, studied, described, and understood through its history.”

“The very purpose of historical knowledge is not so much accuracy as a certain kind of understanding: historical knowledge is the knowledge of human beings about other human beings.”

mitdenken auf Augenhöhe

“Bei aller Strategie bleiben wir menschlich: Wir hören zu, denken mit und kommunizieren auf Augenhöhe.” In English: “Yes, it’s about strategy. But more importantly it’s about people. We are people. We listen. We think with. And we communicate at eye-level.”

Think with. At eye-level. That’s it. The German logic. In black and white. Clear as a bell.

The quote is from gambit. A Germany-based marketing and communications agency. Specialists. Serving companies who build buildings. gambit understands architects and interior designers.

I stumbled across gambit when noticing how superb the Simonswerk website is. Created by gambit. Simonswerk. A German mid-sized company located near Hanover, with a strong presence in France, Italy, and most importantly in the United States.

And why the term gambit as the name of their agency? They provide the definition on their website: “gambit [gæmbit], n. (Schach) einleitender Schachzug, (in conversation) einleitende Bemerkung.”

From MerriamWebster: “A chess opening in which a player risks one or more pawns or a minor piece to gain an advantage in position; a remark intended to start a conversation or make a telling point.”

Harry’s Razors

Harry’s makes shaving equipment for men. Two American MBAs with experience in strategy consulting bought a German manufacturer in Thuringia (Thüringen in former East Germany), founded in 1920. Their goal is to challenge the world’s dominant products.

“Our team in Germany has been grinding high-grade steel into some of the world’s sharpest blades since 1920. Today, more than four hundred German engineers, designers, craftsmen, and production workers build and operate sophisticated, custom equipment that produces millions of precision blades per year. We’re excited to partner with our new team to innovate and continue to make the fine blades you deserve.

Our blades will get even better. Your shave will get even better. We’ll listen to your feedback about what makes a great shave and create products that deliver you that experience. In the end, we hope you’ll enjoy shaving even more.

We spent over a year meticulously crafting our first Harry’s line. Our blades are made by German engineers with decades of experience honing high-grade steel. Our handles were designed to blend timeless simplicity and modern ergonomics. Our shaving cream comes from the same chemists who make creams for high-end brands. The result: a set of modern shaving products made with respect for the tradition of a good, clean shave.”

Quality product combined with respectful marketing.

And John Otto Magee – creator of understand-culture – is a very happy Harry’s Razors customer. So happy that he recommends Harry’s to friends. All the time. Thanks, Harry’s. And special thanks to those great Germans in Thüringen !

World-class whiners

Jammern auf hohem Niveau – whining at a high level. This is one of the many ways in which Germans complain about their complaining. And, indeed, the Germans complain quite a bit. Nothing seems to be right, or just right, or good enough.

Sven Astheimer wrote a very interesting editorial in the Frankfurter Allgemeine Zeitung in June of 2015. His basic argument was that German whining – a more accurate term is German Unzufriedenheit or dissatisfaction – is one of the German people’s great strengths.

Never being fully satisfied. Always “looking for the hair in the soup.” Striving for perfection. “Geht nicht, gibt’s es nicht” is a very well-known German figure of speech. It translates loosely into: “It can’t work, doesn’t work for me.” Or “It’s impossible, is impossible.”

Astheimer fears that Germans are becoming too satisfied. The country is extraordinarily successful. Strong economy. Balanced federal budget. A finely meshed social net protecting the weak and the unfortunate (and the lazy).

In other words, Jammern is under threat. Germany does not have abundant resources. It has only the creativity, the innovation, the strong minds of its people. Knowhow. And knowing how to do something – how to do it better or in a new way – is driven, is sparked, by Unzufriedenheit.

Mechanicians. Musicians. Metaphysicians.

“The Yankees, the first mechanicians in the world, are engineers – just as the Italians are musicians and the Germans metaphysicians – by right of birth. Nothing is more natural, therefore, than to perceive them applying their audacious ingenuity to the science of gunnery.” Jules Verne

Does Verne mean with gunnery the making of weapons? And does he mean with them the Yankees (Americans) or the Germans?

Verne (1828–1905) was a French novelist, poet, and playwrite best known for is adventure novels and his great influence on the literary genre of science fiction.

What is quality?

Deduktiv. Deductive. Latin deductivus, deductio. To base on, to continue. Deduction, or the deductive method, is defined in philosophy as arriving at specific conclusions based on assumptions or principles.

The Greek philosopher Aristotle defined deduction as „conclusions about the specific based on the general.“ Induction, or inductive thinking, is the opposite: arriving at general principles based on the observation of particulars.

Normen. Norms. Latin norma, the measurement of an angle; generally excepted rules of interaction among people; standards for size, weight, quality; the average value of something; minimum values of a thing or behaviour.

Qualität ist die Einhaltung von Normen. Quality is meeting all necessary norms. The response of a German engineer to the question „What is quality?“

Popper’s Principle of Falsification

Deductive thinking is to make conclusions based on a law and a condition. Students in the social sciences at German universities learn deductive thinking early on.

Applying deductive thinking in the social sciences is not that simple, however. Statements (laws) can never be proven conclusively, because it is not possible to test every possible case.

The Germans in the social sciences, therefore, rely on the Falsifikationsprinzip or principle of falsification: to seek out cases which contradict the hypothesis, in order to refine that hypothesis.

The Falsifikationsprinzip was developed by the Austrian philosopher Karl Popper, and is foundational to social science thinking in Germany.

It is one of the key reasons why Germans are inclined to reject inductive thinking, which suggests the general based on the specific. German social scientists (and academics in general) believe that inductive thinking is fine for everyday life, but has no place in the sciences.

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.