Germans, those leading as well as those being led, prefer generally formulated, mission oriented tasks. The task addresses more the what and less the how. Responsibilitiy for the how lies with the implementer on the tactical level. Examples
Problem vs. Opportunity
For Germans a core competence is the ability to identify, analyze and solve complex problems. The key to success is problem-solving. In the German business context to be persuasive is to focus primarily on problems. Examples
Message vs. Messenger
Germans separate message from messenger. The presenter consciously and purposely moves into the background, so that the message takes center stage. Germans believe that arguments should speak for themselves. Examples
Discipline vs. Deviation
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
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
Deliverables
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