The Germans prefer a complete deliverable, even if late, over an incomplete deliverable, even if early. Lateness is tolerated as long as expectations are met. Completeness beats speed. Examples
Deliverables
Americans expect the initial parts of a deliverable as quickly as possible. A partial deliverable early often meets the needs better than the complete product later. Speed beats completeness. Examples
Context
German Approach
The German yes means a high degree of commitment. Before granting it Germans want to be sure that they can fulfill it. In order to decide they request a lot of context information up-front. Examples
American Approach
Once Americans enter into an agreement they are in constant contact. They see no reason to go into great depth about the context. But also because they reserve the right to exit the agreement. Examples
American View
A German colleague requesting what can appear to be too much background information can give the impression of being overly conscientious, risk-averse, even mistrustful.
An American would wonder: „If we have an agreement, why does my German colleague need so much information up front. Let‘s get started. We‘ll be in touch as we proceed.“
German View
Germans are surprised that Americans would ask them to enter into an agreement without having first provided the contextual information necessary to make a decision.
They then experience Americans who become impatient with their questions. Depending on the sensitivity of the agreement, a German might suspect that an attempt is being made to gain their „yes“ without them fully knowing or understanding the potential effects. A German might become careful, sceptical, even wary.
Advice to Germans
Your American colleagues expect a higher level of communication during the time span of an agreement. Therefore, they need not know the whole story up front. Provide what they need in order to get started.
If and when they require additional information, you‘ll hear from them. Be prepared to communicate on a more frequent basis.
Now, if an American provides you with too little context information in order for you to make a decision, kindly indicate this. Tell them that you simply are conscientious, that you want to get it right the first time.
Advice to Americans
Remember, Germans separate between substance and person. Vigorous intellectual give and take on controversial topics is not personal.
In fact, it is one way in which the Germans demonstrate respect for America and Americans. It means that they take your point of view and America seriously.
So, engage with the Germans. Help them to understand the American viewpoint. And put some effort into understanding their point of view. It’s well worth it.
Deliverables
German Approach
The Germans prefer a complete deliverable, even if late, over an incomplete deliverable, even if early. Lateness is tolerated as long as expectations are met. Completeness beats speed. Examples
American Approach
Americans expect the initial parts of a deliverable as quickly as possible. A partial deliverable early often meets the needs better than the complete product later. Speed beats completeness. Examples
American View
There are seldom situations in the American context when missing a due date is easily justified. From the American point of view, their German colleagues are simply too slow, their deliverables too perfect, too abgerundet.
Opportunities are missed. Particularly frustrating is to have very little communication during the agreed upon delivery time, only to have the deliverable suddenly arrive.
German View
Germans are impressed with rapid response times. But all too often they misperceive the initial part of the deliverable as most or all that they will receive, falsely drawing the conclusion that their American colleague has not fully lived up to their side of the agreement.
To then learn that they need to aggregate several parts of the deliverable leads them to the conclusion that their American partners are either not capable or unwilling of putting together a complete product.
Advice to Germans
Completeness vs. schedule, quality vs. speed, whatever terms you choose, this is an area of potentially considerable friction. Address this issue from the very outset of an agreement.
Define the terms specifically. What deliverables are involved? In what form will they be delivered? In pieces or as a whole? By when? From whom, to whom? For the sake of clarity, recommend to each other that you document this.
And most importanlty, remain in constant contact with each other about any modifications to this crucial part of the agreement.
Advice to Americans
Communicate more literally with your German colleagues. If you cannot enter into an agreement, simply state so.
Provide your reasons, communicate regret, but try not to pack your „no“ into „wads of cotton“, as the Germans say. They won‘t break down into tears.
If you are willing to enter into an agreement, give clear indications to what degree your „yes“ is binding. Parameters can change. Use a percentage:
„Sure, Hans, I can deliver that by next Thursday. But, I have a lot going on at the moment. I can guarantee it 80%. Let‘s talk again on Tuesday.“
Follow-up
German Approach
In Germany follow-up is infrequent. Once an agreement has been made neither party feels the need to contact the other in order to check its status or priority. Agreed is agreed. Examples
American Approach
In the U.S. follow-up is frequent. Americans enter into many agreements and on a constant basis. Follow-up is how they maintain a common understanding of the status of those agreements. Examples
American View
If follow up does not occur, one party gains the impression that for the other party the status or priority of the agreement has changed.
„Hmm, odd, I haven‘t heard from my German colleague since last week when he requested that report. Perhaps he got a copy from another source. I suppose he‘ll call if he still needs it.“
Other tasks, projects or agreements are then seen as more important. The danger is evident. The German colleague saw no reason to follow up. He, indeed, is expecting to receive the report by the date agreed to. The American colleague assumes the opposite, however.
German View
Frequent follow up can be interpreted as lack of trust or even as a form of controlling. Germans will ask themselves: „Do they think we forget agreements we‘ve entered into? Do they think that we make promises which we don‘t intend to keep? Are they implying that we are not reliable, not zuverlaessig?“ Their reaction will be one of discomfort, irritation, impatience.
Advice to Germans
Increase your use of follow up by 100%. Your American colleagues will judge it to be neither a sign of mistrust nor control, but of cooperation and teamwork.
Follow up helps them to better understand how the agreement fits into your and their work context. The communication will allow you and your colleague to respond quickly to changing parameters.
At the same time, explain to your American colleague when and how follow up is appropriate in the German context.
Advice to Americans
Explain to your German colleague as early as possible the function of follow up in the American context. Warn them of your need to remain up-to-date on your various agreements.
Then ask that colleague when and in which mode (telephone, e-mail, face-to-face meeting) interim communication is acceptable. At the same time, try to reduce your need for follow up by 50%.
No
German Approach
The German no is more the rule than the exception. However, its level of firmness is based on context. The no can range from hard to flexible. Identifying the barriers to the yes reveals that range. Examples
American Approach
A no in the American context is more the exception than the rule. Americans pride themselves on being can-do people. They feel uncomfortable saying no. They couch their no in affirmative words. Examples
American View
Germans are often and quickly (mis)perceived as born nay-sayers. They can come across as unfriendly, uncooperative, not team-players. The German „no“ can be communicated so quickly and unabashedly that an American does not consider the possibility that it is the German way of saying:
„Sorry, I cannot commit to that right now, or without having thought about it.“ The attempt is not made to determine through discussion to what degree the „no“ might be a different way of communicating a conditional „yes“.
The danger in this interaction is twofold. Firstly, an otherwise mutually beneficial agreement is not struck. Secondly, and more unfortunate, the German colleague might be unfairly labeled as a „nay-sayer“, an uncooperative colleague to be avoided.
That person may never become aware of how they are misperceived by their American colleagues, thus affording no opportunity to correct the misperception, to correct the unfair label as „Herr Dr. No“.
German View
No less irritating for the Germans is the American no, which they almost never hear. Instead they get a conditional yes, which is communicated with terms and phrases which indicate clearly to the non-native speaker a positive, an affirmative response, a yes. Germans ask themselves what is so difficult about saying either yes or no.
Although Germans speak good to excellent English, few are capable of understanding the nuances of American English. And, the more complex the material discussed, the more politically sensitive situation it is embedded in, all the more subtle the language used by Americans.
A highly conditional „yes“ in the American context is in most cases a polite form of a „no“, a „polite no“, understood by each American involved, but perhaps misunderstood by a German to be a „yes“. For it is a sign of professionalism and finesse in the United States to be able to communicate rejection in a positive and affirmative way.
The effect? Two parties have an opposite understanding of the interaction. One believes to have entered into an agreement. The other believes to have clearly communicated that agreement was not arrived at.
Worse than the miscommunication, there lurks the greater danger of Germans drawing the conclusion that Americans don‘t hold up their side of the bargain. To be unreliable (unzuverlaessig), „not keeping your word“, on even the most minor of matters is considered highly negative in the German context.
To be labeled unzuverlaessig is to be labeled with almost a character flaw. It‘s a label which can take time to have peeled off.
Advice to Germans
Your German „no“ is harsh and unfriendly for the American ear. Either take it out of your repertoire altogether, or at least soften it. Explain your reluctance in a more diplomatic way. You won‘t be accused of being a therapist.
Enter into a dialogue with your American colleague by stating the reasons why you cannot (yet) enter into an agreement. Then give that person a chance to overcome your reluctance.
Strive to negotiate a mutually beneficial deal, with both having receivables and deliverables. Keep in mind, you may need and want assistance from this very same colleague at a later time.
Advice to Americans
Communicate more literally with your German colleagues. If you cannot enter into an agreement, simply state so. Provide your reasons, communicate regret, but try not to pack your „no“ into „wads of cotton“, as the Germans say. They won‘t break down into tears.
If you are willing to enter into an agreement, give clear indications to what degree your „yes“ is binding. Parameters can change. Use a percentage: „Sure, Hans, I can deliver that by next Thursday. But, I have a lot going on at the moment. I can guarantee it 80%. Let‘s talk again on Tuesday.“