United States – Page 77 – understand-culture

External Factors

Follow-up is the most common – and commonly accepted – form of checking a colleague’s reliability. In many cases, however, external factors determine whether an agreement can be fulfilled precisely. The parties to the agreement may have little to no influence on them.

The higher level agreement with the customer – whether internal or external – may have changed. This, in turn, changes all related activities down into the organization. Budgets and or resources can change, affecting what is possible. Management can alter priorities at short notice. Then there are factors unrelated to business: a colleague might become ill.

Follow-up allows the agreement parties to react to change. The faster, the better.

Still a Priority

An additional purpose of follow up in the American context is to signal to the other parties that the agreement is still of high priority. No or late follow up can be interpreted as a signal that the agreement is no longer important to the other party.

Americans place a very high value on flexibility, on the ability to respond to the needs of the market, of customers, of changing situations. Big decisions are broken down into smaller ones. Isolating individual decisions allows for rapid reaction as well as rapid revision. Up to the minute overview of agreements is essential.

Follow-up is omnipresent in American life. The preference setting of email programs, social network accounts, as well as information sources can be set so that information is pushed immediately to the user.

Most doctors offices send out reminders to patients of their upcoming appointments via traditional mail, email and even voicemail. When one turns on the television five minutes prior to the show they want to watch, one sees a reminder indicating that the program they are want to watch is about to be shown. Banks offer depositors the option of immediate notification via email or text message of any changes to their balance.

Follow-up is in many cases simply a reminder.

Six minutes late

In 2013, Denver Broncos football player Elvis Dumervil signed a three-year contract with a pay-cut and then had trouble sending in the paperwork. It arrived at the team headquarters six minutes late.

In those six minutes, his team managers, thinking that Dumervil would not accept the pay-cut, decided to remove him from the team rather than keep him at the higher salary rate. If he had just followed up with his managers, and let them know that he had signed the documents and was in the process of sending them, he would probably still have his job.

Follow up (verb): to follow with something similar, related, or supplementary; to maintain contact with (a person) so as to monitor the effects of earlier activities or treatments; to pursue in an effort to take further action. First known use was in 1767.

When follow-up is ok

Despite German reluctance to use follow-up, there are situations in which it is unavoidable: In order to stick to a well-defined plan; when the customer requests information; if work results are not delivered on time. The Germans prefer the term nachfassen – literally, after hold. Or nachhaken – literally, after-hook or -check.

Follow-up in Germany can be either negative or positive. Negative in the sense of control. Positive in the sense of support. Follow up – negative – questions one’s ability and willingness to produce good work results. At the same time – positive – it is essential to checking technical details, getting necessary information, verifying due dates.

Organizations which are time-driven rely on follow up. News organizations are just one example. Any and all forms of logistics is another. Timing is critical. Schedules need to be met. Employees are under pressure. Deadlines are deadlines.

Follow-up can be supportive. An older, more experienced colleague can inquire in a friendly way about the status of another’s work. A team lead who coaches her team well knows when and how to follow up by simply asking “How are things going? Can I help in any way?”

Follow-up by colleagues on a report, speech, or published article is positive. It means that they have taken sincere interest in your work. It also gives them an opportunity to demonstrate their competence by asking intelligent questions.

In German team meetings follow-up is the rule, not the exception. Open action items can be addressed directly. Team members establish a common baseline of information.

Finally, there is another very legitimate reason to use follow-up in Germany: If things are not going right, if an error has been detected, if the work is being performed improperly. In such cases there is only one course of action. Follow up, and fast!

“Check in regularly”

On her blog The Fast Track, Alison Green posted the topic “How to Succeed When Deadlines and Priorities Constantly Change.” Green writes:

“Additionally, check in with your manager regularly about your priorities. It’s frustrating to focus on Project A all week, only to find out on Thursday that your manager knew on Tuesday that Project B was going to take priority.

So if you’re finding that you’re not getting updates about changes as quickly as you should, put the onus on yourself to touch base frequently to share what you’re working on and how you’re prioritizing and find out if anything should change.”

Need-to-know

In the Dictionary of Military and Associated Terms of the U.S. Dept. of Defense need-to-know is a criterion used in security procedures. It requires the custodians of classified information to establish, prior to disclosure, that the intended recipient indeed must have access to the information in order to perform his or her official duties.

Streaming: An act or instance of flowing; relating to or being the transfer of data (as audio or video material) in a continuous stream specifically for immediate processing or playback; first known usage 1980; online video streaming such as Megaupload, Pirate Bay; audio streaming such as Grooveshark, Pandora and Sogza.

The American parties to an agreement are in constant communication with each other, streaming relevant information as they receive it. There is no need to front-load the agreement with the details.

One of the most critical success factors in the U.S. business is speed. Parties to an agreement are more interested in getting started on carrying out an agreement than in defining and discussing its details.

Iteration

The term iteration has become common within American companies: to communicate several or many communications, back and forth, between two or more parties, in which information is exchanged, decisions made, activities (action items or more simply actions) agreed to.

Merriam-Webster online defines iteration as a procedure in which repetition of a sequence of operations yields results successively closer to a desired result.

Americans iterate, some intensely so. It allows them to maintain flexibility, to ensure information flow, to discriminate between what is important and unimportant, to reduce risk. Like any strength, however, it can be inflationary: too much communication, too little action.

Instead of front-loading an agreement with in-depth discussion about the details, Americans iterate.

Information Overload

Much more than Germans, Americans suffer from a condition they call information overload. If Americans receive all of the information about a project right from the beginning, they’ll try to reduce the information by ignoring anything that doesn’t seem immediately important. Ultimately they will typically only remember the pieces that seem most pertinent to them.

When information is important, Americans tend to give it away in small pieces, stressing each item individually. This way, no matter how much the other person suffers from information overload he/she is certain to remember the material.

Information overload: an excess of incoming information, as might confront a pedestrian on a crowded city street, that forces one to be selective in the information received and retained; an overwhelming feeling upon the receipt or collection of an indigestible or incomprehensible amount of information, the feeling of being faced with an amount of data that one has no hope of completely processing.

This phrase was popularized by Alvin Toffler in 1970.

“Get skeptical!“

Skepsis is a commonly used word in German. The media, for example, uses it often: “German skepticism about the future of the Euro is increasing.” German skepsis here. German skepsis there. The broad population is always skeptical about things new.

To be skeptical from the outset is a legitimate approach in the German culture. To be skeptical is to be critical-minded. It means to take an objective, distanced view of things. It is neutral. One doesn’t have to take sides.

Germans are critical especially when it comes to their health: gene manipulated food products, electronic smog, chemical fertilizers, technical products which may or may not function properly.

It can appear as if Germans were fearful of all things new. Not true. They are simply aware, perhaps over-aware, of what they don’t know or of which questions remain unanswered. Germans will often say “Let’s not badmouth everything. Let’s just remain skeptical.” So how do Germans view the future? With a healthy portion of skepsis.

Knowledge and Integrity

Integrity is valued very highly in Germany. And the German are considered to be of high integrity, especially when it comes to their work.

German integrity was damaged by recent scandals in academia and medicine. The German Minister of Defense, Carl-Theodor Guttenberg, resigned from office after well-grounded claims cited him of plagiarism in his doctoral thesis of years ago.

Since then, another high-ranking German politician has resigned from office for the same reason. And a second member of Angela Merkel’s cabinet has resigned under investigation for plagiarism in her Ph.D. thesis. The German academic community is enraged. The integrity of their work has been called into question. The German public is no less disgusted.

A network of medical physicians is also under investigation for corruption. Surgeons have been paying bribes to general practitioners – family doctors – for referring their patients to them for operations, many of which were unnecessary.

Shocking for the German public. At a minimum, Germans expect the highest standards of integrity from the academic and medical professions.

Conscientious, diligent: Organizations with flat hierarchies rely on conscientious and diligent employees. These are people with very high standards, who under no circumstances tolerate suboptimal work, shortcuts or easy approaches, even those which could benefit them personally and professionally. The Germans take pride in being known for their diligence, scruples, honesty.

Figures of speech: Etwas mit seinem Gewissen vereinbaren. To be in agreement, in line with one’s own conscience. Mit bestem Wissen und Gewissen. With best knowledge and conscience. Gewissensbisse. Literally conscience bite.

Skepticism. German have a reputation for being skeptical. But the term skepsis is positive in Germany. It means to first ask critical questions before agreeing to something. And until those questions are answered, Germans remain doubtful. Their skepsis is often misunderstood as rejection. It is simply distance, reticence, reluctance, caution.

Figures of speech: Bedenken in den Wind schlagen. To toss doubt or misgivings to the wind. Den Tag nicht vor dem Abend loben. Don’t praise the day before the night has arrived. Nicht auf die leichte Schulter nehmen. Literally don‘t accept things on a light shoulder, meaning don’t underestimate the situation.