Persuasion – Page 8 – understand-culture

Americans immigrants

The past, especially the recent past, helps us to understand the present. But it is only from the present, from the current starting point, that we can go down new paths, move in a different, perhaps even radically different, direction. All Americans are immigrants or descendents of immigrants. The historical consciousness of the American people is greatly influenced by the immigrant experience. Imagine what it was like for those millions upon millions of families to take that step, to leave their home and to risk the unknown.

For most of them not freely. For many it was a question of survival. For others it was about freedom. They wanted to decide their own fates, and wanted the same for their children. Nonetheless, the decision was very difficult. It meant leaving everything they knew, everything that gave them security. Once they left, however, the present and past of their native country would no longer be relevant. But what do human beings have other than their past and present? The unknown, insecurity and risk? Or do they have opportunity?

In such situations people have to make hard, tough decisions, about what they take with them from the past and the present. Of course all immigrant groups, including the waves of Germans who came to America, brought their language, customs and traditions. The older generations continued to speak their mother tongue. Foreign-language newspapers were published in all of the major American cities. All that they knew and brought over lasted, however, only for a certain period of time.

The everyday challenges of life in America rubbed and pulled away, layer for layer, the recent present and the past of the homeland. The immigrants took on, layer for layer, the realities of the current present in the United States, like having old skin replaced by new. It was painful. The time came in every immigrant family when the children no longer wanted, or no longer could, speak the language of the old world.

Many parents who immigrated demanded of their children that they assimilate as quickly as possible, that they forget the old language, customs and traditions. They had decided to leave their homes, towns and homelands. They refused to get stuck between two realities. To move forward demanded that they leave behind what they had known. It was time to go down a new path. The cares, worries and chores of the day left them no other choice.

That path to and in America was difficult, hard, rough. Many did not make, did not succeed. Every wave of immigrants had to fight for their future in America. Everything which weighed them down, every form of ballast, had to go. And that meant much that was associated with the homeland. For many, even for most, however, throwing overboard the ballast of the past set them free.

“Buy before too late!“

When Americans sell too energetically Germans find it a bit crass, loud, unpolished. I see in my mind’s eye a certain kind of television advertising in the U.S. Evenings. Six p.m. A local station. A local car dealership. The owner him-/herself, with his face up close to the camera, in a loud voice: “This is the greatest deal of the century. Buy fast, folks, before it’s too late!”

Or I think of the famous, and often infamous, television evangelical preachers of the 1980s and 90s, with tears in their eyes asking their audience in the church and in their living rooms to “speak directly to God” – via an 1-800 telephone number – and make a donation.

What Germans do not understand, and reject (often vehemently), is the caveat emptor (let the buyer beware) approach in the American business context. The difference between the German Auskunftspflicht and caveat emptor is dramatic and leads to significant misunderstanding and irritation.

What surprises, throws off balance, and can anger Germans is when Americans while selling their product, service, concept or idea only mention its strengths, even though the Germans sense, or even know, of its weaknesses.

They often notice immediately when Americans exaggerate the positive and either play down or leave unmentioned the negative. And if the negatives are mentioned, then as if by some magic they can actually be converted into strengths, if understood and managed properly.

Depending on how much experience Germans have working with Americans, the caveat emptor approach can lead to indignation. At a minimum Americans can be viewed as being tricky, clever, in some cases even as lying.

Under the hood

German products focus on the technical. German advertising focuses on the technical. Cars are often presented without the driver, wristwatches without the wrist, newspapers without reader or author. Quality should speak for itself.

German tabloids may personalize the news by displaying large-format photos. Serious publications do not. Content should speak for itself. For Germans it is self-stated that a good product or service aims to serve people. A view under the hood of the car is, therefore, more persuasive than a happy face behind a steering wheel.

Steve Ballmer going crazy

Former Microsoft CEO, Steve Ballmer, was famous for displaying his emotions and energy at conferences. The video below from the early 2000s is typical for his exuberance

Ballmer is the owner of the Los Angeles Clippers of the National Basketball Association in the U.S. Here is on an American late-night talk show:

Methodology

German academic training focuses on methodology. The quality of results – whether in the natural sciences or in the humanities – is determined by the quality of methodology. German students are taught that the person applying the methodolgy, but not the methodology itself, is interchangeable:

“… the conclusions verifiable; the starting point and operating assumptions logical and understandable; the individual steps taken re-traceable; so that the same results are arrived at by anyone taking the same path of inquiry.”

The academic (scholar, scientist, inquirer) is fully detached from the topic substance, both in the execution of the inquiry and in the presentation of results. Message and messenger are kept separate.

Colleagues aren’t best friends

In 2010, Karriere.de, a web-portal on the subject of professions sponsored by the publications, conducted an interview with Simone Janson, an expert on career advice.

The interview was titled Kollegen sind nicht die besten Freunde – colleagues do not make the best of friends, in which she extensively discusses interactions and relations between colleagues. Her statements demonstrate in the German work environment the importance of having a clear boundary between one’s career and private life.

Bei der Arbeit ist zu enger privater Kontakt nicht immer von Vorteil. – Too close of personal contact at work is not always of benefit.

“One can choose one’s friends, but not one’s colleagues […] presumably everyone has had the experience of having a colleague share a lot of private information about themselves, and discussing their private concerns which they did not know how to handle at least once. Or they themselves have shared something private which they then realized was making their sympathetic colleague uncomfortable.”

“There also exist the long-term professional contacts, which eventually evolve into true friendships. Even I can’t succeed in maintaining a strict separation between the two areas. That would be synthetic and non-authentic. After all, no one can forcefully avoid conflict between fellow humans. These are part of cooperating, both at work and at home. Nevertheless, I still advise maintaining a certain professional distance wherever it is necessary.”

In public space

Because Germans separate strictly between their work and private spheres, they are very reserved in public. Just as they would never ask their boss about her hobbies or family, Germans very seldom initiate a conversation with a stranger in a public place like a bus, train, store or restaurant. Nor would they talk about aspects of their private life. Both would be inappropriate and make the other person feel uncomfortable.

Germans feel comfortable with periods of silence. They use quiet time to work, read, reflect, listen to music. Deutsche Bahn – German Rail – is modern, fast, affordable, and for the most part on-time. The routes offer beautiful views of the countryside, especially along the Rhine River from Koblenz to Mainz, one castle after the other sitting atop a hill.

Some train cars have rows of seats, two on each side separated by the aisle. Other cars have cabins seating six. It’s not at all unusual to enter the cabin, say “Guten Tag”, sit down, read, reflect, work on a laptop, or sleep and not exchange another word except perhaps “schöne Weiterreise” (literally “have a nice further-trip”), and this over several hours.

“Always be closing!”

This is a famous scene with Alec Baldwin from the movie Glengarry Glen Ross. Brace yourselves. This scene is very intense and includes vulgar language. In the American business context persuasion is sales, and sales is persuasion.

“Not about me!”

In German politics one hears time and again: Es geht hier um die Sache! – this is about substance. Or Es geht hier nicht um meine Person! – this is not about me as a person.

This is the German politician’s way of saying, that their political program, not them as a politician, is the focus, is at center stage. They want to persuade based on their message, not by who they are. As if one could make a clear distinction between the two.

In 2013 two women in the CDU (Christian Democratic Union – the party of Chancellor Angela Merkel) – Katrin Albsteiger and Barbara Lanzinger – ran against each other in a party-internal race for an election to the Bundestag in Berlin. German political parties do not have primary races. Neither of them, however, spoke of a Machtkampf – literally: power battle – between them.

“This is not about me”, Albsteiger wrote. “This is not about my person”, Lanzinger said in an interview. But it was about them. As members of the same party they stood for the same political platform. They had no other choice but to persuade the other party members that they could win in the general election.

Party and Platform First

German political conventions demonstrate clearly that in Germany, substance is more important than form. For decades the podium was set to the side, with the stage dominated by up to fifty party leaders sitting in three or four extended rows.

And although in recent years the podium has been moved front and center, the stage continues to be dominated by party leaders. The message is clear. The party and its political platform remain front and center.

German political parties also do their best to keep hidden their internal power struggles. Instead they are presented as debates over substance which should be resolved internally and speedily. The politicians involved are quick to state that the battle is not about themselves or political office, but about important issues of substance.