Persuasion – Page 13 – understand-culture

„Problems“. Quotes

Comparing two German with two American quotes about “problems” provides insight into the differences between the two Problemverständnissen – literally problem-understandings.

“To recognize the problem is more important than to recognize the solution, for the accurate and precise description of the problem leads to its solution.” Albert Einstein

“The conception of the problem is more important than the conception of the solution. More lies in the question than in the answer.” Walter Rathenau

“Most people spend more time and energy going around problems than in trying to solve them.” Henry Ford

“I’ve had a lot of worries in my life, most of which never happened.” Mark Twain

Older Americans know the names Walter Cronkite, Chet Huntley, David Brinkley, Dan Rather, Tom Brokaw and Peter Jennings. They were the most famous news anchormen of the historically dominant television news broadcasters ABC, CBS and NBC. For generations they informed the American people at six o’clock in the evenings about national and world events.

Sunday morning political talkshows are also linked to household names such as Tim Russert, George Stephanopoulos, Bob Schieffer. In style and tone these news shows were tailored to those respective individuals. It was, and still is, a question of branding, with the networks seeking to establish an almost personal relationship between news moderator and the audience, with the hope that viewers would trust the moderator with supplying them with critical news in precise, objective and investigative way.

And it’s no different in American politics, where it is often less about substance and more about personality, character and values, such as marriage, family, love of country and faith. Question marks in those areas mean questionable credibility. Americans first size up the candidate as a person, then they consider his or her politics.

Resumé

A persuasive curriculum vitae (resumé) in the American context stresses achievements, awards and areas of special competence. It is not an official document produced by a neutral party such as a government agency or an educational institution, but rather a testament to how what was learned has been applied in the real world.

Resumés in the U.S. are in a way (self-)marketing documents. Americans highlight not only their subject area expertise, but also their character strengths, such as persistence, discipline, teamwork and, of course, leadership. Every American reader of an American resumé knows that they are carefully written subjective statements aimed at a specific effect.

Party and Platform First

German political conventions demonstrate clearly that in Germany, substance is more important than form. For decades the podium was set to the side, with the stage dominated by up to fifty party leaders sitting in three or four extended rows.

And although in recent years the podium has been moved front and center, the stage continues to be dominated by party leaders. The message is clear. The party and its political platform remain front and center.

German political parties also do their best to keep hidden their internal power struggles. Instead they are presented as debates over substance which should be resolved internally and speedily. The politicians involved are quick to state that the battle is not about themselves or political office, but about important issues of substance.

Verkaufsscheu

Verkaufsscheu. Sales shy.

Companies with a monopoly are the only ones who don’t need sales and marketing. All others need to fight for new customers on a daily basis. In Germany, too. But Germans don’t feel comfortable knocking on doors, even less so following up on an initial contact if the first response was skeptical.

Follow-up means making that second or third call, writing that second or third email, reaching out again. What’s the problem? Germans don’t like pushing their product or service, especially if they sense that the other party may not be interested. Often Germans are too polite, too slow, not aggressive enough.

Perhaps this is related to Germans identifying themselves strongly with their work. They want to stand fully and totally behind what they do. Sales also involves uncertainty, unpredictability, and situations for which one cannot fully prepare. The interactions can be short, spontaneous, shallow. Germans prefer predictability and depth.

Find Commonalities

In his book Influence: the Psychology of Persuasion, American psychology and marketing professor Robert Beno Cialdini lists likability as one of the 6 key principles of influence.

And a way to get people to like you, Cialdini argues, is to “rapidly seek out commonalities” with that person. Moreover, the connection doesn’t have to be unique or meaningful – a shared interest in sports or a similar vacation location are both sufficient to help make someone like you.

Small talk allows people to find commonalities quickly, and thus to have influence over each other right from the beginning.

Stay with the flow

Germans avoid interrupting the flow of a conversation, a speech, or any kind presentation for several reasons. First, out of respect for the presenter and the other listeners. Second, because they assume they will gain clarity by simply continuing to follow the flow. Third, they do not feel comfortable admitting that perhaps their English language skills are not as good as they should be.

In public space

Because Germans separate strictly between their work and private spheres, they are very reserved in public. Just as they would never ask their boss about her hobbies or family, Germans very seldom initiate a conversation with a stranger in a public place like a bus, train, store or restaurant. Nor would they talk about aspects of their private life. Both would be inappropriate and make the other person feel uncomfortable.

Germans feel comfortable with periods of silence. They use quiet time to work, read, reflect, listen to music. Deutsche Bahn – German Rail – is modern, fast, affordable, and for the most part on-time. The routes offer beautiful views of the countryside, especially along the Rhine River from Koblenz to Mainz, one castle after the other sitting atop a hill.

Some train cars have rows of seats, two on each side separated by the aisle. Other cars have cabins seating six. It’s not at all unusual to enter the cabin, say “Guten Tag”, sit down, read, reflect, work on a laptop, or sleep and not exchange another word except perhaps “schöne Weiterreise” (literally “have a nice further-trip”), and this over several hours.

Colleagues aren’t best friends

In 2010, Karriere.de, a web-portal on the subject of professions sponsored by the publications, conducted an interview with Simone Janson, an expert on career advice.

The interview was titled Kollegen sind nicht die besten Freunde – colleagues do not make the best of friends, in which she extensively discusses interactions and relations between colleagues. Her statements demonstrate in the German work environment the importance of having a clear boundary between one’s career and private life.

Bei der Arbeit ist zu enger privater Kontakt nicht immer von Vorteil. – Too close of personal contact at work is not always of benefit.

“One can choose one’s friends, but not one’s colleagues […] presumably everyone has had the experience of having a colleague share a lot of private information about themselves, and discussing their private concerns which they did not know how to handle at least once. Or they themselves have shared something private which they then realized was making their sympathetic colleague uncomfortable.”

“There also exist the long-term professional contacts, which eventually evolve into true friendships. Even I can’t succeed in maintaining a strict separation between the two areas. That would be synthetic and non-authentic. After all, no one can forcefully avoid conflict between fellow humans. These are part of cooperating, both at work and at home. Nevertheless, I still advise maintaining a certain professional distance wherever it is necessary.”

Civil Service German

Beamtendeutsch – the German of civil servants – prefers nouns instead of verbs, in the hope of coming across as sophisticated. It is not only typical in documents and correspondence with and between German government agencies at local, state and national levels – Beamtendeutsch has also found its way into large German companies. Its compact form, and supposed clarity, aim to be objective and authoritative. Verbs are turned into nouns. To notify becomes a notification of.

Beamtendeutsch also turns the active form into the passive, making it difficult for the reader to know who the subject is. It then creates Substantivketten, literally noun-chains: Application for Registration of Residence for Foreign Students in the County. The German language in general favors individual words made up of several nouns:

Leistungsnachweiserbringungspflicht or Leistung (benefit, performance) – Nachweis (certificate, confirmation) – Erbringung (producing, provision) – Pflicht (duty, responsibility), which in English would read: „Students must show proof of course completion.“