“We can always walk away.” This direct statement illustrates the American logic that participation in an agreement is voluntary and can be ended if it no longer serves one’s interests.
What Germans think they are good at
YouTube comments:
“After having lived for 4 years in the US I learned to appreciate some German traits. What comes to mind is efficiency, being detail oriented, having a long attention span, being direct and mostly honest, and – very surprising for me – compared to the US the relation to your superior is much more on an equal footing (okay not everywhere), despite calling your boss by their firstname in the US, work life balance, time for your family Politically, trying to find a balance between economic growth, workers rights, social security and sustainability (trying is the word here). On a material level, certainly bread (in all variations), beer, engineering of course, Sahnetorte (cream cake), Wurst (sausages as well as cold cuts); plumbing, online-banking, … Examples of what we still have to learn: seeing the good things (we are perfect in looking for “das Haar in der Suppe”, finding fault in everything); sometimes letting go of safety in favor of taking risks.”
“My sister lives in Munich and, although I’ve never lived there, I’ve visited Germany multiple times. Germans do many things very well. The towns are clean, safe, and well run. People are polite and civilized. Food is delicious and the beer is out-of-this-world. The women are so good-looking! My sister enjoys a high quality of life over there – she says that social services are comprehensive and stress-free to deal with. And all this without mentioning German achievements in science, medicine, engineering, commerce, and the arts. It’s a fine country. p.s. John Kampfner’s book on Germany is excellent.”
“As an Italian, I can say that Germans are the best when it comes to public facilities, infrastructure, punctuality and public order.. they also make the best beer you can find.. They need to improve fashion and social attitude perhaps (Not all of them are “cold” though) I would love to live in München one day!”
Zuckerberg
The Social Network (2010). Chronicling the creation of Facebook, this film shows Mark Zuckerberg’s shifting relationships and agreements with co-founders and early partners. The story is marked by frequent renegotiation, legal disputes, and Zuckerberg’s readiness to change or exit agreements as the business evolves, reflecting the American logic of flexibility and ongoing negotiation.
“Maybe”
Wall Stree Journal. October 9, 2025. “It’s a familiar routine: You send somebody an invitation—to a party, a lunch, a meeting—and you wait for the reply. Yes or no. Or maybe.
My colleagues and I wanted to know the psychology involved with receiving (and giving) a “maybe.” Why do people answer invitations that way? And how do the invitation senders feel when they get that response?
The short answer: They hate it.
League of Nations
U.S. Refusal to Join the League of Nations (1919): After World War I, President Woodrow Wilson negotiated the Treaty of Versailles, which included the League of Nations. However, the U.S. Senate refused to ratify the treaty, and the United States never joined the League, demonstrating a reluctance to commit to binding international agreements that could limit national autonomy.
Paris Climate Agreement
Withdrawal from the Paris Climate Agreement (2017): Although not in the search results, this modern example fits the pattern: the U.S. entered the Paris Agreement on climate change but later withdrew, asserting the right to exit when national interests were perceived to be at stake.
McDonald brothers
The Founder (2016). This film tells the story of Ray Kroc and the McDonald brothers. Kroc enters into an agreement with the brothers to franchise their restaurant, maintains constant contact as the business grows, but ultimately finds ways to change the terms and force the original owners out. The movie highlights how agreements can be transactional, with parties reserving the right to alter or exit arrangements when it suits their interests.
“that make us miserable”
June 16, 2025. Wall Street Journal. “Many of us feel compelled to say yes to things that make us miserable. Yes to work that is not our job. Yes to taking on jobs when we’re at home or on vacation. Yes to boring, unnecessary meetings or company dinners.”
Key Points: saying yes to unwanted tasks leads to unhappiness, while saying no, when done correctly, brings relief; evaluate requests by weighing their cost to you against the benefit to others before responding; base your “no” on personal principles, use empowered language, and reinforce with confident body language.
The author is Vanessa Patrick, associate dean of research and Bauer professor of marketing at the University of Houston’s C.T. Bauer College of Business. She is the author of “The Power of Saying No: The New Science of How to Say No That Puts You in Charge of Your Life.”
Some interesting comments on the article:
“Like so many things, it depends. In my experience, unless the corporate world has changed much more than I think it likely has, saying “no” to your boss is generally not a great career move.”
“Following this advice will result in getting you and your priorities fired! This article is written by an academic who clearly has no idea how large, fast organizations work. It’s incredibly arrogant to assume that one always knows the valid reason to do something that seems out of one’s lane. It assumes you work with the same knowledge/data as your boss. That’s rarely the case. The current environment is so ultra-competitive that missing even a slight competitive edge or event could mean the decisive difference. Do not listen to someone so entranced in academia (with tenure and no competition ) who is advising you to do.”
“I started reading this article, then quickly said, “No”.”
“The author clearly never worked at a consulting firm or any kind of matrix organization where there were many bosses with competing interests. However, she is publishing, and that’s important for academicians.”
“After moving 3 times in 4 years for my employer, he then asked me to move again after one year. Talked to my wife over the weekend and decided the family would stay while I listed conditions for accepting the move including weekend flights back home. On following Monday told the boss I would accept the assignment and handed him my written list of conditions. He said forget about it and asked me who he should give the assignment to. I stayed at the then current location for 6 years and moved to final location before retirement. Oh and got a another promotion along the way. Cannot just say no; must be strategic/political. Always do what is best for the company with caveats.”
Yasemin
Yasemin (1988). Director: Hark Bohm. Plot: A romance between a Turkish-German woman and a German man in Hamburg, set against the backdrop of cultural expectations and integration. The film explores how cultural context—tradition, family expectations, and integration—shapes both personal and professional relationships. Business and workplace interactions are influenced by cultural misunderstandings and the need for sensitivity to different backgrounds.
serious ramifications
German dramas, especially those set in finance or corporate worlds, often emphasize the risks of acting on incomplete information. They reflect a cultural lesson: in German business culture, overlooking context is not just a minor error—it can have serious professional and personal ramifications.
Series like Bad Banks and select episodes of Tatort and Bad Cop: Kriminell gut illustrate that underestimating context in business can result in failed ventures, loss of reputation, or even legal trouble. These dramas reinforce the German business value of thorough preparation and contextual awareness before making commitments or decisions.