Die fetten Jahre sind vorbei (The Edukators, 2004). This film centers on three young activists who break into wealthy homes to make political statements. The trio often debate and even argue intensely about their ideals, strategies, and personal motivations. Despite heated disagreements, their personal relationships persist, showing how Germans can separate ideological or professional disputes from personal bonds.
restraint and objectivity
Narrative Technique and Reported Speech: German literature often employs reported speech and a narrative style that maintains distance from the characters’ inner emotions. For example, Martin Walser’s Ein fliehendes Pferd (Runaway Horse) uses formal mastery and reported speech to keep the narrative focused on external actions and dialogues rather than emotional outbursts. This technique creates an atmosphere where even intense personal interactions are filtered through a lens of restraint and objectivity, mirroring the unemotional delivery of feedback in professional settings.
Dezent präsent
Dezent präsent: discreetly present.
There are some things which the Germans do not address openly. One is money, salary, personal wealth. If they have much, they avoid showing it. Boasting, bragging, swaggering in any way is considered to be very bad taste.
Respected and honored are those with wealth who live it in a dezent (discreet) way. This is true especially for senior-level executives who demonstrate deep subject-area expertise combined with a staid, conservative manner or demeanor.
“Showmasters” and “speech-makers” in Germany can be entertaining, at times even motivating. But those who are truly listened to and valued are those who put substance (subject matter) before form (person).
Karl-Theodor zu Guttenberg, former Minister of Commerce, then Minister of Defense, is a case in point. When he became minister in 2009 it was clear from the outset that there was a rather slick public relations approach to highlighting his political work and private life.
Guttenberg was a constant presence in the German media: the worldly man about town at Times Square in New York City; the rough and tough man dressed in a special forces uniform visiting the troops in Afghanistan; and as a man of the people on the popular variety tv-show “Wetten, daß ….?”
Guttenberg became very popular very quickly. He had brought fresh air into stodgy German politics. Over time, however, he gained more and more critics, who began to question his expertise. When it was then proven that he had plagiarized in his doctoral dissertation, he resigned his office in disgrace and disappeared from the German political scene.
“Klappe halten“
Germans believe that if a person does not have anything valuable to offer in a given discussion then it is better that they say nothing at all – die Klappe halten.
Klappe is a cover, lid, flap. Halten is to hold or keep shut. Germans do not consider it to be impolite if in a discussion one or more people say little or nothing. Seldom do they ask, prompt or summon those who are silent to participate.
To talk about the weather in the German context means to talk about nothing of importance, to have a meaningless conversation, to be superficial. It is a signal to both parties that they have nothing to say to each other. It‘s embarrassing for both.
Bernard Schriever – Black Saturday
In his book A Fiery Peace in a Cold War: Bernard Schriever and the Ultimate Weapon (2010) author Neil Sheehan describes the life and work of Bernard Schriever, who is considered to be the father of the American nuclear intercontinental ballistic missiles (ICBMs).
Schriever and his military and civilian colleagues believed firmly that if both the United States and the Soviet Union possessed these weapons of mass destruction the probability of them being used actually would be decreased.
Schriever had to overcome strong institutional resistance within the U.S. Air Force whose leadership was convinced that manned aircraft﹣strategic long-range bombers﹣was the only way to maintain a credible deterrent against the Soviet Union.
Through telling the story of Bernard Schriever and the development of the American ballistic missile program from the end of Second World War up to the mid-1960s Sheehan tells the history of the Cold War, which would last up until the 1990s with the Fall of the Berlin Wall, the unification of West and East Germany, the dissolution of the Warsaw Pact and the Soviet Union, and the freedom of Eastern Europe from Russian domination.
In a 2010 television interview (Booknotes on C-SPAN) Sheehan contrasted Schriever with his American-born military colleagues, Generals Paul Harkins and William Westmoreland, both who had overall command of U.S. forces in the Vietnam War.
Schriever would tell his subordinates that he would never fire anyone for failing, but instead for failing to inform him immediately of problems. For Schriever, as stated by Sheehan, success would take care of itself if one focused on solving the problems at hand. Go to minutes 25:10 to 26:50.
Sheehan had been a young war correspondent in Vietnam for United Press International (UPI), later with the New York Times. As told in his book A Bright Shining Lie (1989), which won both the Pulitzer Prize and the National Book Award, the American generalship during the Vietnam War was unwilling to accept that America was losing that war.
General Schriever, according to Sheehan‘s research, made clear time and again to the members of this organization, whether military or civilian, that he wanted timely and accurate reports on the problems the program was experiencing, and was far less interested in the progress made.
So-called progress reports had become common within the U.S. military after the Second World War, and according to Sheehan, symptomatic for an institution unwilling to face what was not working.
Bernard Adolph Schriever was born in 1910 in the German port city of Bremen. His father was an engineer. They immigrated to the U.S. only months before the U.S. entered the First World War in 1917.
Schriever grew up in New Braunfels, Texas, an area mostly populated by German immigrants. Read about his fascinating life in Wikipedia
rational, impersonal
Max Weber – The Protestant Ethic and the Spirit of Capitalism (1905). Though a sociological work, Weber’s analysis of rationalization and the rise of bureaucracy in German (and Western) society underpins the German approach to work and feedback. He describes a culture in which professional roles are defined by rational, impersonal rules, and performance is assessed objectively, not emotionally.
principles not feeling
Johann Wolfgang von Goethe’s dramas, such as Torquato Tasso and Iphigenie auf Tauris, are notable for their exploration of conflict through rational dialogue and the pursuit of objective truth. Characters in these works often engage in intense intellectual or ethical debates, but the disagreements remain focused on principles or duties, not personal animosity. The emphasis is on the matter at hand—be it justice, truth, or duty—rather than on personal feelings.
no personal sentiment
Heinrich Mann – Der Untertan (The Loyal Subject, 1918). This satirical novel examines the German tendency toward authority and order. The protagonist’s rise through the ranks is marked by strict adherence to performance expectations and formal evaluations, with little room for personal sentiment in professional interactions.
Manager as Neutral Party
German team leads have an impersonal, business-like relationship with their team members. They maintain emotional distance from the team in order to guaranty neutrality and fairness. Especially when providing feedback on performance do they focus on results and not on the person.
This sachlich – impersonal, neutral, business-like – approach can be observed in the personal interaction between manager and team. When providing feedback German team leads are reserved, unemotional, their body language limited to a handshake. Neutrality is the key.
Whether discussing past performance or formulating new goals, the Germans focus on the facts, ideally on what is measurable. A discussion about development addresses professional skills and less so personal development. Critique is communicated in a respectful and serious way. Humour is considered disrespectful and unprofessional.
If the feedback discussion includes criticism, German managers strive to be particularly neutral, unemotional, fact-oriented. This reduces the potential for an escalation of emotions. The two parties should focus on performance. The discussion is impersonal and objective.
Liesbeth and Friedrich
In the series Tannbach (Line of Separation), Liesbeth Erler and her son Friedrich are depicted navigating the aftermath of World War II in a divided Germany. They face intense political and ethical disagreements within their community and families, yet strive to keep personal relationships intact despite ideological divides. The narrative shows characters arguing fiercely about substance—politics, survival, collaboration—but continuing to live and work together as neighbors and family members.