German business education teaches Vollkostenrechnung — costing that carries every overhead through to the product, rather than looking only at the additional cost of one more unit. A decision taken on marginal cost looks better than it is. The German training insists on seeing what the thing actually consumes.
Nothing is thrown away twice
German waste law runs on a hierarchy written into statute: avoidance first, then preparation for reuse, then recycling, then other recovery including energy, and disposal last.
Disposal is the fifth of five options, and the order is the law rather than guidance. A German organisation deciding what to do with anything starts at the top of that list.
Scoping is a legal step
Before the applicant writes the report, German law provides for a formal consultation in which the authority tells him the content, extent and depth of detail the report will have to contain — § 15 UVPG.
The scope of the investigation is itself agreed, in advance, with the decision-maker. Nobody discovers halfway through that the wrong question was being answered.
The prudence principle
Das Vorsichtsprinzip. Section 252 of the German Commercial Code requires that valuation be made prudently. Losses and risks are recognised as soon as they become probable. Profits are recognised only once realised. The principle exists to protect creditors, and it traces back to the first all-German Commercial Code of 1861.
The German balance sheet is built to understate.
The environmental impact assessment
German law requires major projects to be assessed for their effects on a defined list of protected interests — human health, animals, plants, soil, water, air, climate, landscape, cultural heritage — before approval.
The procedure has named stages in statute: screening, scoping to fix the range of what will be examined, the report itself, authority participation, public participation, cross-border participation where relevant, a summary presentation, a reasoned evaluation, and monitoring afterwards.
The assessment is not a separate permission. It runs inside the approval procedure, which means no German authority can decide the project without first having decided the width of the question.
“Yes or No“
If confronted with a yes-no question too early, Germans react instinctively with a no. They reject any form of pressure to commit to something.
Even after having provided in-depth information and advice to a potential customer the German salesperson will be careful not to ask the closing question "Do you want to buy?".
Instead they will state their continued availability to answer any and all additional questions. Germans are allergic to any form of direct selling. Hard selling has a particularly bad reputation.
German consumers avoid the pressure applied by direct sales by seeking out expertise in their network of personal and professional contacts, including using online social networks. Germans want to take their time before making decisions. An intelligent sales approach respectfully gives them that time.
BER
The Berlin-Brandenburg Airport is a topic surrounded by discord. There is no end in sight for this odyssey. The costs just continue to rise into incalculable sums. This caused the association of taxpayers to heavily criticize the politicians responsible for it in 2012.
The airport was a “manifest of poor planning, mismanagement, incomplete construction plans, and expenses beyond the budget“. The association of taxpayers blacklisted the overseeing committee of high-ranking representatives from Berlin and Brandenburg and the federal government, accusing them of “political failure” and “blind trust” in the underqualified management” of the airport.
Should one have checked the project’s progress more rigorously? Perhaps through frequent feedbback?
Intuition
Intuition. Latin intuitio: immediate understanding, recognition, seeing; to understand a situation, problem, dilemma immediately and without discussion or reflection.
“Dein Verlangen nach Intuition blockiert den natürlichen Fluss der Wahrnehmung.” Your desire to be intuitive blocks the natural flow of perception. (Irina Rauthmann, German writer)
“Intuition, sprunghafte Einsicht, deren Schritte nachzuholen sind.” Intuition, sudden and erratic understanding whose steps need to be retaken. (Dr. phil. Manfred Hinrich, German philosopher, professor, journalist, author of childrens books)
“Intuition ist der natürliche Gegenpol zur Konzentration – nutzen sollte man beides, jedes zu seiner Zeit.” Intuition is the natural opposite of concentration. Both should be used, but at the right time. (Rüdiger Keßler, German philosopher)
“Intuition ist Intelligenz mit überhöhter Geschwindigkeit.” Intuition is high speed intelligence. Unknown.
Not see the forest for the trees
Den Wald vor lauter Bäumen nicht sehen – to not see the forest for the trees – is an often-used figure of speech in Germany (and in the U.S.) describing how one can fail to see the bigger picture due to focusing on the details.
This figure of speech always has a negative connotation and implies that a person does not have everything under control, is not capable of stepping back in order to assess the broader situation.
This is considered in Germany to be a serious weakness, for in their work they strive to orient themselves on universal (generally valid, admitted, accepted) conditions (prerequisites, requirements, premises, suppositions).
In doing so Germans try to maintain a certain amount of distance from the details of their work, in order to always recognize (be cognizant of) basic structures and patterns.
“They pay their bills“
The German newspaper, Die Welt, complimented the Chinese highly when it wrote that they pay for their Mercedes Benz automobiles on-time. Zahlungsmoral literally means payment morals.
Zuverlässigkeit is not only a human, but also a product characteristic. Germans expect dependability and durability, especially in technical areas. German power producers constantly stress the Zuverlässigkeit of their nuclear power plants.
Infrastructure in Germany is expected to have 100% Zuverlässigkeit. Brown- or blackouts of the electricity grids occur very rarely. The telephone network almost never fails. Lack of reliability in Germany quickly leads to protests by customers and citizens.
Tausend gute Taten machen keine schlechte gut. A thousand good deeds don‘t make up for one bad one. Wenn ich mich auf Dich verlasse, bin ich verlassen. To be dependent on you means to have been abandoned.
Unzuverlässigkeit is the opposite of Zuverlässigkeit. In the German context, to be labeled unreliable or undependable is a serious criticism, a flaw not easily removed. Unreliable people are not trusted, their reputation is damaged. It is the same for unreliable products.
If commitments are not met it is imperative to prove that external factors were the cause. Unzuverlässigkeit – unreliability – costs time and money and increases risk, which Germans do their best to keep at a minimum.
A German reporting from a state in the former Soviet Union: “The same problems keep repeating themselves. Aspects of important agreements are changed suddenly, which is not a problem as long as everyone is informed quickly. In team meetings we agree to a schedule, which shortly thereafter is not held to due to delays in the delivery of material, which had been ordered two weeks late. When we then contact other sources we find out that they are out of stock. Our work processes get written down, but within a month or two no one knows where they are or what they mean.”
Germans have great difficulty dealing with lack of reliability. Even with their own high standards do they have their problems. Compared to other countries, public transportation in Germany is very reliable. But not dependable enough for the Germans. The same goes for weather forecasts, an imprecise science. Not reliable.