Germans separate message from messenger. The presenter consciously and purposely moves into the background, so that the message takes center stage. Germans believe that arguments should speak for themselves. Examples
Problem vs. Opportunity
For Germans a core competence is the ability to identify, analyze and solve complex problems. The key to success is problem-solving. In the German business context to be persuasive is to focus primarily on problems. Examples
System vs. Particular
Germans are systematic in their thinking. They believe that complexity is understood only by grasping how its component parts interact and interrelate. Explaining complexity is persuasive in Germany. Examples
Past vs. Future
Germans believe that a persuasive plan to moving forward depends on knowing your starting point. They expect an explanation of the path from the past to the current situation. Persuasive in the German business context is explaining the history of the starting point. Examples
Inform vs. Sell
In the German business world to persuade means to inform persuasively. The line of argumentation guides an audience to its logical conclusion. Selling the conclusion should not be necessary. Germans don’t ask the so-called closing question in a direct and frontal way. Germans don’t sell. Examples
Comfort Level
The Germans have a low comfort level when negotiating over price. They consider it to be inappropriate, unnecessary, even distasteful. Examples
Firm vs. Flexible
Once an agreement has been made Germans do not anticipate having to revisit it. It’s not an agreement if it will be renegotiated. Agreed is agreed. Examples
Balance vs. Imbalance
Germans have low tolerance for imbalanced negotiated outcomes. One side should not take advantage of the other. That weakens the business relationship. Examples
Impersonal vs. Personal
The Germans separate the personal from the professional. Appealing to emotions during negotiations is considered to be both unprofessional and manipulative. Examples