An Iranian in Berlin complains about being told not to ride his bicycle on the sidewalk. “Everbody in Germany is a police.”
YouTube comments:
“‘Are you hobbylos?’ Only Germans say that.” … “Great way to catch a stick in the spokes, Mate.” … “Is he evidently unaware of traffic rules and in dire need of this reprimand?” … “That’s just called pedestrian safety. Stay on the bike lane or the street.”
For those people tending to sympathize with this guy complaining about Germany and the Germans, see below how traffic is organized in Iran:
Learn German with our street interviews: In this episode we deal with a common prejudice, namely: Germans are always very direct! We find out for you on the streets of Berlin whether this is actually always true and in which situations in particular.
YouTube comments:
“I’ll never forget when visiting a friend in Germany for the first time: He was with another friend and they saw a mutual acquaintance at a cafe. ‘We know that man, we went to school together.’ ‘Want to go over and say hello?’ ‘No. Later he became stupid, so we don’t talk to him anymore.’ I loved the blunt honesty.”
“I like how a lot of the people who said no said it very directly, and emphatically. Lol, I have German heritage, and it feels right.”
“Honestly, the directness in Germany as a precise way to tell things that need to be fastly adressed, instead of running in circles (or plainly just not speaking) to avoid offending someone like we in other coubtries do, makes my life easier as in my hometown in Latin America, in that way I find social rules way simpler, gets problems solved faster. On the other side, sometimes people (the least of them) confuse directness with plain aggression, there are things that simply are not needed to be told.”
Harvard Business Review. “Stop Being Micromanaged.” Amy Gallo, September 22, 2011.
There are managers who have very high standards who like some degree of control. They pay a great deal of attention to detail and exercise some degree of control, but they don’t stifle those who work for them.
Then there are pathological micromanagers who need to make it clear to themselves and others that they are in charge. These are the bosses that give you little to no autonomy, insist they be involved in every detail of your work, and are more concerned about specifics, such as font size, rather than the big picture.”
It is counterproductive to fight against micromanagement. Gallo suggests: “Make upfront agreements. Talk to your boss before a project starts about how she will be involved. Try to agree on standards and basic approach.
Explain what you think the ideal plan of action is and then ask for her input. Be sure you understand upfront what the guiding principles are for the work, not just the tactical elements. These principles are what you should be discussing with your boss.
The author recommends: “Remind your boss that she is better off not getting involved in the minutiae because her time and effort are more valuable to the big picture. And keep your boss in the loop.”
November 12, 2024. Bill Anderson, CEO of Bayer, reports on the company’s progress. A video with the title “90 days in 90 seconds.”
However, many Germans were not convinced. Not because Germans are mean people. Not because Germans are negative, destructive, or pessimistic. But instead, because they have a different approach to persuasion. How they persuade. How they allow themselves to be persuaded.
See the Anderson-video and the comments on LinkedIn. Here are some of the German comments:
“Dear Bill Anderson: I know that you have a difficult job, and I don’t want to blame you for the mistakes of your predecessors. Nevertheless, you should be able to honestly tell employees, shareholders and the German public, how things are going at Bayer. Your above statement is in my point of view misleading and irresponsible.
Bayer’s existence is threatened and you and the top management (seem) have not yet understood this. Stop being the Olaf Scholz (German Chancellor) of the German industry and please switch from Disney Land mentality to the necessary crisis mode. If you and management are unable to recognize, communicate and resolve the realities, please clear the way for leaders who can. And please stop sugarcoating terrifying realities ASAP!!!”
The commenter is a Ph.D. university professor in Pathology and Immunology. And the commenter is a German who has also become an American citizen.
Another comment from a German on LinkedIn: “‘We’re making great progress in some areas.”‘ You cannot be serious! The share price is at a 20-years low. It is true that you cannot be blamed for your predecessors’ mistakes, but where was the share price at, when you started as CEO at Bayer?”
And this from a Bayer-employee: “With this performance and a drop of more than 10% in share price today, I would be surprised if you survive another year as CEO. Be honest and inform the public that the Bayer Monsanto merger is a huge insolvency risk. It is time for a rescue plan to save at least parts of the company.” The commenter is German.
Drum prüfe, wer sich ewig bindet. Literal translation: Therefore, let him who binds himself forever, first see whom he is binding himself to. Meaning: Originally from Friedrich Schiller, this phrase is often used to stress the importance of careful consideration and gathering context before making long-term commitments.
Ohne Kontext keine Zustimmung. Literal translation: Without context, no agreement. Meaning: Stresses that agreement is only possible when all relevant information is available.
Ich muss das erst prüfen. I need to check that first. Ich kann das noch nicht zusagen. I can’t commit to that yet. Ich bin mir nicht sicher. I’m not sure. Das muss ich mir noch überlegen. I need to think about that.
Royal Elections in the Holy Roman Empire: The election of kings in the Holy Roman Empire was a highly ritualized and secretive process, emphasizing legitimacy and unanimity. Before the formal act of voting, extensive informal negotiations took place behind the scenes. All relevant issues and possible dissent were addressed in advance, ensuring that when the electors finally gave their “yes,” it was well-considered and fully committed. The ritual and secrecy symbolized the seriousness and binding nature of the agreement, and only after all context was clarified did the decision become public and final.
Postwar German Collective Guilt and the Stuttgart Declaration of Guilt (1945): After World War II, German leaders and intellectuals grappled with the nation’s responsibility for Nazi crimes. The Stuttgart Declaration of Guilt by Protestant church leaders was only issued after deep reflection and extensive discussion about the nation’s past and the context of its actions. This public admission of guilt—and the broader culture of Vergangenheitsbewältigung (coming to terms with the past)—demonstrates the German tendency to seek full understanding and context before making a binding moral or political commitment.
Die Welle (The Wave, 2008). Plot: Based on a real-life experiment, a high school teacher demonstrates to his students how easily society can slip into autocracy. The project spirals out of control as students commit to the movement without fully understanding its implications. The film serves as a cautionary tale about the dangers of commitment without adequate context. It contrasts the German value of careful deliberation with the risks of impulsive agreement.