Risk too high

February 2022. Politicians and business leaders call for alternatives to Putin’s pipelines.

The country gets a whopping 55 percent of its gas imports from Russia. With the crisis triggered by Vladimir Putin’s belligerence toward Ukraine prompting renewed questions about the reliability of that supply, politicians and business leaders have begun calling for the country to urgently find ways to diversify its energy mix.

“Well. Welcome to the brave new world where Europeans are very soon going to pay €2.000 for 1.000 cubic meters of natural gas!” Dmitry Medvedev, the former Russian president and prime minister who is now deputy chair of the country’s Security Council, tweeted in reaction to Scholz’s move. Just to make sure the message got tweeted in German, too.

Sitzfleisch

The German concept of Sitzfleisch (Sitz, to sit + Fleisch, flesh) the ability to endure and persist patiently, especially through long or challenging situations – is often reflected in German cultural productions, including film. While not always the direct subject of a specific movie, this value is evident in films that reward viewers’ patience through slow, thoughtful pacing and characters who achieve their goals through endurance and waiting rather than haste. This approach is sometimes referenced in discussions of German political leaders and is a recognizable motif in German storytelling.

Do it right the first time

The (American) Black Forest Family. “Between Jonathan and me, we have 12 years of collective work experience in Germany. And during that time, German work culture has taught us a lot about work values and the atmosphere of employment in Germany, and how different it is from working in the United States.

Some of these are monumental (like parental leave in Germany, work/life balance, and sick leave) and some of them are small nuances (like work habits and break time). But collectively, our experience of working in Germany has made us better employees and strengthened our relationships with our colleagues. Let’s explore them together.”

Jump to 9:40 about: German “do it right the first time” vs. American “just go.”

Berlin Conference (1884–1885)

The Berlin Conference (1884–1885). Context: Major European powers, including Germany, convened in Berlin to formalize territorial claims in Africa. The conference lasted several months, with extensive negotiations and careful consideration of complex interests before any decisions were finalized. The process was deliberate and patient, reflecting the German preference for thorough analysis rather than rushed conclusions.

Charité

A well-known German television series that illustrates the logic of allowing the nature of a decision to determine its timing-and not succumbing to internal or external pressures-is Charité. Set in Berlin’s renowned Charité hospital during the late 19th and early 20th centuries, the series follows doctors, researchers, and nurses as they navigate medical, ethical, and personal dilemmas.

The show frequently depicts medical professionals taking the time necessary to thoroughly investigate symptoms, conduct research, and debate the best course of treatment, even when under pressure from hospital administration or societal expectations. Major decisions-such as adopting new treatments, responding to epidemics, or balancing innovation with patient safety-are portrayed as requiring patience, rigorous analysis, and collective deliberation.

The narrative often contrasts the careful, methodical approach of the Charité staff with the urgency of external crises, highlighting the belief that good outcomes depend on resisting haste and respecting the complexity of each decision. Charité exemplifies the German cultural value that patience and thoughtful timing are essential for sound decision-making, especially when the stakes are high and external pressures are strong.

Imperial Reforms (1493–1519)

The Holy Roman Empire underwent significant reforms, including the establishment of supreme courts and the Imperial Diet as a key decision-making body. These reforms unfolded over decades and required patient negotiation and compromise between the emperor and the estates. The slow, consultative process exemplified the German belief that important decisions should not be rushed and must be given the time their complexity demands.

Deutschland 83

This award-winning spy thriller follows a young East German soldier recruited as a spy in West Germany during the Cold War. The series highlights the slow, strategic nature of intelligence work, where decisions are made only after extensive analysis, weighing risks, and considering long-term consequences rather than yielding to immediate political or military pressures.

Molotov–Ribbentrop Pact

The Molotov–Ribbentrop Pact exemplifies several core German decision-making strategies, particularly the emphasis on strategic patience, pragmatic calculation, and allowing the nature of the decision-not external pressures-to dictate timing and terms.

Deliberate Negotiation and Timing:
The pact was the result of extended negotiations between Germany and the Soviet Union, following the breakdown of talks between the Soviets, Britain, and France. German leaders did not rush into an agreement but instead waited for the optimal moment-after other diplomatic options had failed-to secure a deal that would best serve their interests. This patience allowed Germany to negotiate from a position of strength and maximize its strategic advantage.

Pragmatic, Interest-Driven Approach:
Despite deep ideological differences, Germany prioritized practical considerations over ideology, focusing on immediate military and territorial objectives. The pact included secret protocols dividing Eastern Europe into spheres of influence, demonstrating a willingness to set aside personal or political animosities in favor of concrete, performance-based outcomes.

Control Over Decision Pace:
Germany resisted external pressures-such as the urgency from Britain and France to form an anti-German alliance-and instead set the tempo of negotiations to align with its own strategic timetable. This approach reflects the German logic that the time allotted to a decision should be determined by its complexity and importance, not by outside urgency.

Patience in Execution and Adjustment:
After the pact was signed, Germany continued to renegotiate and adjust its terms, as seen in subsequent agreements modifying borders and managing resource exchanges with the Soviet Union. This ongoing, patient adjustment process ensured that decisions remained aligned with evolving strategic needs.

In summary, the Molotov–Ribbentrop Pact demonstrates German decision-making strategies through measured, pragmatic negotiation; patience in timing and execution; and a consistent focus on achieving well-defined, interest-driven objectives, regardless of external pressure or ideological differences.

“Sitting out“

Former German Chancellor Helmut Kohl was often innaccurately portrayed as the master of Aussitzen (sitting out) by journalists and political elites alike. Instead of approaching a problem directly, it was said that he would wait until it would either resolve itself or people would lose interest in it.

But even with Kohl’s retirement from politics,“sitting out“ political issues supposedly has not gone out of style. At least according to Stern maganzine, which claims that Angela Merkel has become the new representative of this style of governing. As Wochenmagazin wrote in March 2010: “Angela Kohl – wait it out, weigh it out, sit it out. Chancellor Merkel reveals herself ever more strongly to be an adept pupil of the greatest sitter-outer Helmut Kohl”.

More accurate is that Kohl was and Merkel is a master of thinking things through, patience, and building consensus.

74 Billion Dollars

On May 7th, 1998 Jürgen Schrempp, CEO of Daimler, and Bob Eaton, CEO of Chrysler appeared together at a press conference in London to announce a merger between the two companies. It was emphasized that this was not a takeover by one company of the other, but rather a fusion between equal parties. Schrempp deemed the merger of Daimler and Chrysler “a match made in heaven”.

After two years, Co-chairman Eaton announced his resignation, leaving Schrempp to be the sole head. In 2006 Schrempp passed this position on to Dieter Zetsche. By March 2007 the first speculations began to emerge that DaimlerChrysler would sell the ChryslerGroup.

Since the merger, Chrysler had reduced its net worth by 35 billion Euros, while the net worth of DaimlerChrysler has been reduced by another 50 billion by the end of Schrempp’s resignation in 2005. On May 14th, 2007 the sale of ChryslerGroup to Cerberus was announced. During a special general assembly on October 4th, 2007 it was officially decided to rename the company Daimler AG.

For Mercedes-Benz this merger to DaimlerChrysler AG seriously damaged the company’s image, which many attribute to quality issues and cost-cutting. The leading role which Daimler-Benz AG once had in the auto industry has still not been completely restored.

A study conducted by the consulting firm McKinsey estimated that the company’s value had dropped during Schrempp’s reign by 74 billion dollars.

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