Germany – understand-culture

“an den Stellschrauben drehen”

When Germans say an den Stellschrauben drehen (literally to turn the adjusting screws), they mean making adjustments or fine-tuning levers or parameters to influence or optimize a situation or system.

Stellschrauben literally are adjusting screws or set screws used to finely tune mechanical devices. Metaphorically, die Stellschrauben drehen means to carefully adjust variables, factors, or levers that have influence over an outcome — usually in management, business, economics, or personal contexts.

It implies finding the right settings or making precise changes that have a meaningful impact. So, when Germans talk about adjusting the Stellschrauben, they mean fine-tuning critical control points or levers in a process or system to improve or change results.

Gesellschaftsvertrag

The German cultural Gesellschaftsvertrag reflects a deep-rooted social contract philosophy that traces back to the Middle Ages. Historically, German nobility saw themselves as responsible caretakers of their people. In exchange for loyalty, work, and taxes, they provided security and social stability. This legacy shaped German business ethics, emphasizing that companies are not purely profit-driven entities focused solely on shareholder value.

In contemporary German business culture the Gesellschaftsvertrag or social contract signifies that the primary responsibility of companies is first to their employees—to keep them employed and protected. The next priority is serving and contributing to the wider society, followed closely by fulfilling duties to customers and suppliers. Only after these responsibilities are met do shareholders’ interests come into priority. This hierarchy illustrates an ethos where social responsibility and care for people underpin business decisions.

This cultural framework aligns with German business values such as social responsibility, corruption-free operations, formal structures, clear roles, long-term relationships, and sustainability. German companies often adopt a collaborative approach with strong legal and ethical boundaries. Corporate social responsibility is taken seriously, encouraged by both internal company practices and external regulations.

The German Gesellschaftsvertrag embodies a traditional and modern blend of legal structure and ethical social obligations—a social contract where business success is tied fundamentally to the well-being of employees, society, and sustainable partnerships, not just shareholder profits. This perspective is a distinctive and influential part of Germany’s corporate culture and legal business environment.

Forget “keep it simple”

Frankfurt. Handelsblatt. September 13, 2025. Forget “keep it simple”: according to a recent study (in Germany), start-up founders raise more funds when they express themselves in a more differentiated way. What makes a good pitch.

When start-up founders want to convince investors of their idea, they often receive the same advice: keep it simple. Messages should be as clear as possible, with few foreign words and no frills. However, a new study by researchers at the Technische Universtät Dortmund, the Universtät Passau, and the Technische Universtät Munich, published in the journal Entrepreneurship Theory and Practice, shows that it’s not quite that simple.

According to the study, the use of cognitively complex language leads to greater financing success: those who expressed themselves in a more linguistically sophisticated manner during their pitch received an average of more than seven percent or approximately $125,000 in additional investment in the twelve months that followed.

“… when not to obey”

Here are two famous quotes illustrating the German/Prussian military tradition emphasizing the need for officers to exercise judgment even if it means disobeying orders:

The first historic anecdote involves Friedrich Wilhelm von Seydlitz, a Prussian cavalry commander, who reportedly told his king during the Battle of Zorndorf (1758): “Tell the King that after the battle my head is at his disposal, but meanwhile I will make use of it.” This reflects the attitude that obedience alone is not enough; an officer must think critically and may need to disobey orders for the greater good.

Another related quote references a Prussian officer being told by Prince Frederick Charles (1868-1940): “His Majesty made you a Major because he believed you would know when not to obey his orders.“ This illustrates the principle that obedience has limits and military leaders must sometimes disobey orders based on the situation.

These quotes capture the essence of Auftragstaktik, the Prussian concept of mission-type orders, where the officer is entrusted with the freedom to decide the best way to achieve the goal.

Flexibility and Independence

Under the title “What American universities can learn from German universities,” Mark Roche, Professor of German studies at the University of Notre Dame, writes:

“Intellectual independence, knowledge as an end in itself, high regard for the humanities: the German university system could serve as a model for the United States in many ways.

What can the United States learn? First, student flexibility and independence, both characteristics of the German university tradition, are important principles of learning. Students learn more when they have to demonstrate independence and initiative.

Before the reform of European universities (the so-called Bologna Process), German students had the freedom to devote themselves to intellectual questions in an organic way, in a manner quite different from the student mentality at most American universities.

There (in American universities), students are given a lot of homework that does not encourage them to delve deeper into a topic for its own sake or to pursue further questions arising from their studies on their own initiative.

Thanks to their education in independence, the best German students proved to be highly motivated and responsible. Self-education requires freedom.”

Source: Frankfurter Allgemeine Zeitung, June 13, 2015.

“value to your manager”

This is a comment on a Wall Street Journal article vom March 17, 2025 entitled: “Job Seekers Hit Wall of Salary Deflation – The salary bump that people who switch jobs used to command has vanished.”

“Going for the money as the big motivator for a job has not been the best personal career choice. Location and challenging work are much better career decision criteria. Constantly providing extra value to your manager and your manager’s managers is always a strong career strategy.”

If you ask most Americans who they work for, they will name their immediate boss. If you ask a German they will name their company. If you ask that German to be more specific they will name the division. Ask further and they will say the department. Rarely would they name their immediate boss or anyone in management.

“Hard times for Tesla”

A comment from Oliver in Berlin on an article from March 5, 2025 in the New York Times online with the title “Tesla Sales Slump in Europe as Anger Toward Elon Musk Grows.”

“Having worked in marketing for automotive a lot, image is half the hill when you consider high investment purchases like cars. In Germany you think a lot about what your neighbors think. That’s why even ultra rich Germans almost never would buy a Rolls Royce or Bugatti because it sends the ‘wrong’ message about themselves. That said, it’s not just the negative image Tesla has because of Musk. Germans are very detailed and technology obsessed when it comes to cars. And Tesla lost a lot of ground recently while Germany’s car makers not only caught up but even leading in many ways. In design and tech and, definitely in reputation and image. Hard times for Tesla are coming.”

German inventions

Did you know that these ten important everyday items were actually invented by Germans? From transportation to information technology, Germany made some of the most crucial inventions of our time!

YouTube comments:

“Fritz Haber invented the Haber-Bosch process which converts atmospheric nitrogen into ammonia needed for fertilizers which aided in feeding millions. Unfortunately, the same process was used in the war effort in WW1.”

“Helmut Gröttrup was not only co-inventor of the smart card, but also an outstanding rocket engineer. During World War II, he worked in the German A4 (aka V-2) rocket program under Wernher von Braun. From 1946 to 1950 he headed a group of 170 German scientists who were forced to work for the Soviet rocketry program under Sergei Korolev.”

“Thanks for the Aspirin!”

ein Bier trinken

Wir können uns streiten und danach ein Bier trinken gehen. We can argue and then go for a beer together.” This saying reflects the idea that professional disagreements do not impact personal relationships, and colleagues can remain friendly after a heated debate.

principles not feeling

Johann Wolfgang von Goethe’s dramas, such as Torquato Tasso and Iphigenie auf Tauris, are notable for their exploration of conflict through rational dialogue and the pursuit of objective truth. Characters in these works often engage in intense intellectual or ethical debates, but the disagreements remain focused on principles or duties, not personal animosity. The emphasis is on the matter at hand—be it justice, truth, or duty—rather than on personal feelings.