Time Archives - Page 15 of 17 - understand-culture

How fast?

The American tendency to work at a fast pace and aim for rapid results continues to confound Germans. They have difficulty identifying a logical and structured plan for action amongst their business dealings, and where Americans see hard work and flexibility in action, they suspect only chaos. When Germans feel overrun by American ‘decisionism’ and see their standards of quality and the rhythm of their own style of working as becoming endangered, this confusion can quickly transform into irritation.

“A bad decision is better than no decision.” There are few Americans likely to disagree with this popular saying. Germans, however, would tend towards saying the exact opposite. Sometimes even a good decision will find no supporters.

From the American perspective, it is the client who is the most significant factor in determining the deadline for a given decision. Americans value a client-oriented business model. Because Americans tend to operate under the assumption that this same dynamic exists in in Germany as well, they find it difficult to understand why their German colleagues would risk upsetting a customer over time wasted during the decision-making process.

Priorities and time factors can change during the process of making any decision. Americans prefer to divide this process up into multiple sub-processes or steps. The sequence of these steps must remain flexible – meaning that it should be possible to change their order, or even skip a step or two in between if necessary. From this point of view, the structured discipline of the German decision-making process can appear exceedingly rigid and in-flexible – occasionally appearing as though it would directly conflict with the purpose of the decision itself.

It is almost as though the decision-making process would be more important than the final decision. To Americans, the German approach of assigning so much importance to the process of making a decision as to possibly loose perspective of the final decision itself can seem rather paradoxical. For this reason, one might suspect that simple indecision is being masked by a seeming concern for ‘attention to detail’.

Of course the German understandings of process and customer relations play a role here (according to the motto: ‘The client wants a solution from us. Our processes guarantee a solution, so the client knows that he can wait.’) But surely there must be something more involved; Germans can see that during the process of making an important decision one must also make a series of decisions which are smaller, but not insignificant to the bigger picture. These decisions are key elements of a systematic (or self-perpetuating) approach, each de facto requiring more time for consideration.

Ultimately, whether or not the rebounding American approach – making quick decisions, then revising them just as quickly – is actually faster typically depends on the related events. ‘Wir haben mit Äpfeln und Birnen zu tun’ – you can’t compare apples and oranges (or pears). Nevertheless, there will always be those colleagues who will continue do do so, and continue to bicker.

Presence During Crisis

After the successful raid that killed Osama bin-Laden, the White House released a photo of the scene in the Situation Room during the raid. The raid was planned over a period of several months, during which the President was involved in the details of the raid.

According to counterterrorism chief John Brennan, “The president had to look at all the different scenarios, all the different contingencies that are out there,” he said.

In times of domestic crisis, U.S. leaders often make public visits to the stricken area to show personal concern for the affected people and to depict themselves as someone who leads from the front.

After Hurricane Katrina in 2005, President Bush was criticized for his slow response to the storm. Rather than landing in New Orleans to look at the devastation from the ground, he viewed the damage from the air on the way from California to Washington. Many analysts criticized his leadership for failing to survey the damage on the ground.

In contrast, after Hurricane Sandy struck New York and New Jersey in 2012, Obama quickly visited the affected areas multiple times to meet with local leaders and affected families. President Obama was praised for working with New Jersey Governor Chris Christie, a Republican who in the past has been extremely critical of Obama’s leadership.

Obama’s rapid response and both leaders’ willingness to put aside partisanship was put forward as an example of effective leadership at both the national and state level.

Meetings

One way to get a sense for the importance of short lines of communications within an American team is to observe those lines. Team meetings: How often are they scheduled? How long do they last? Who takes part in them? What topics are addressed? How much detail do they go into?

Team or staff meetings play an important role in American teams. They help management and the team maintain an overview of their most important work. Information flow is supported. Current developments, problems, complexities can be addressed immediately. If well run, staff meetings can be motivating. Management remains „in touch“ with the team.

Frequent meetings are standard practice in the American business culture. According to the National Statistics Council, 37% of managers and white collar worker time is spent in meetings. Other data indicate there are 11 million business meetings every day or roughly 3 billion meetings per year. According to a Verizon study, „Busy professionals attend over 60 meetings each month. However, most say they cannot attend all meetings to which they are invited due to the tremendous demands on their time.“

The Verizon study found that “different meeting types were characterized by different patterns of meeting purposes. On average, in-person meetings are more likely to be sales-related, video conferences are more likely to be centered around updates and information-sharing, and audio conferences tend to consist of updates, brainstorming, and strategy development.”

According to a study done by the University of Tulsa and the University of Arizona, about 25 percent of American business meetings were between 31 and 61 minutes long. “The average time participants spend to prepare for, travel to, and attend an in-person meeting involving five people is 53 hours and 24 minutes. This is more than three times the time involved in an audio or video conference meeting.”

When meetings are required somebody must decide who should be invited and who should be excluded. One researcher found that “not having the ‘right’ people is one of the leading causes of unproductive meetings.” More than a third (34%) of 3M Study participants report only some (30%) relevant people attended meetings.

A common complaint from American businesspeople is that key decision makers are not present at meetings. Therefore, much time is wasted discussing topics that no one at the table has the authority to make decisions about.

However, another study encourages meeting planners to exclude senior-level leadership if at all possible. “Avoid and resist senior managers and directors attending your meetings unless you can be sure that their presence will be positive, and certainly not intimidating. Senior people are often quick to criticize and pressurize without knowing the facts, which can damage team relationships, morale, motivation and trust.”

No Best Practice

Short-, mid-, long-term. Fast, faster, fastest. We know that Americans and Germans define those terms differently. So it is when resolving a conflict.

Germans seek lasting, best practice-like, resolutions. This requires more time upfront, but saves time by reducing the chances that the same or similar conflict arises. Should it arrive, the team need only refer back to the best practice resolution.

Americans seek pragmatic resolutions. Often “down and dirty”, neither elegant nor perfect, they are fast in order to maintain forward movement and team cohesion.

Americans rarely seek a best practice resolution to a given conflict. From their experience, every situation is unique. The context, the content, the people involved, the ramifications, may be similar, but are not the same. Resolution is not a matter of referring to a manual, a process description or an organizational chart.

Poor Richard’s Almanack

On December 19, 1732 Benjamin Franklin first published Poor Richard’s Almanack. This book was filled with proverbs and advice, and was so popular that it was continuously published for 25 years, selling an average of 10,000 copies per year.

Many of the proverbs and pieces of advice dealt with time, particularly time management. Some of the best known time proverbs from this book include:

Early to bed, early to rise, makes a man healthy, wealthy, and wise.

Lost Time is never found again.

He that wastes idly a Groat’s worth of his Time per Day, one day with another, wastes the Privilege of using each Day.

If you have time, don’t wait for time.

Employ thy time well, if thou meanest to gain leisure.

Ah, simple Man! When a boy two precious jewels were given thee, Time, and good Advice; one thou hast lost, and the other thrown away.

Dost thou love Life? Then do not squander Time; for that’s the Stuff Life is made of.

Speedy Trial

Again, the Sixth Amendment to the U.S. Constitution states clearly what Americans expect: „In all criminal prosecutions, the accused shall enjoy the right to a speedy and public trial“

Various U.S. state and federal laws guaranty a more specific right to a speedy trial. In New York, for example, the prosecution (accuser) must be ready for trial within six months or the charges are dismissed. The Speedy Trial Act of 1974 established time limits for completing the various stages of a federal criminal case.

Americans anticipate that there team leads not only hold a first hearing promptly. They want the conflict resolution process to come to a conclusion, to a judgement, promptly as well. A manager who is slow to decide – to make the „judgement call“ – is seen as someone who has weak resolve. To have resolve means to deal with something.

Americans believe that maintaining forward movement is critical to the success of every team.

TIME magazine

TIME magazine was created in America in 1923 by Henry Luce and Briton Hadden. It was the first weekly news magazine in the US and its founders originally intended to call it Facts. However, because Luce and Briton wanted to keep their magazine brief (something that busy people could read in about an hour), they decided to change its name to Time and use the slogan “Take Time – It’s Brief.”

Largely thanks to its brief format, Time almost immediately surpassed its closest competitor, The Literary Digest. In fact, the magazine was so popular that in “History of Time Magazine” David Wallechinsky and Irving Wallace wrote “if Time liked them, they marched or strode; if not, they shuffled, straggled, shambled, plodded, lumbered, barged, swaggered, wobbled, or slouched.”

These days, Time magazine is still the most popular weekly news magazine in the US, and has been since its creation, with the only exception of Newsweek, which briefly overtook Time during the Vietnam War.

Fester

Americans – both team leads and team members – almost always prefer a suboptimal conflict resolution reached in a timely manner over an optimal resolution arrived at late. Americans refer to conflicts which fester.

fester: to become painful and infected; to become worse as time passes; to cause increasing poisoning, irritation, or bitterness; to undergo or exist in a state of progressive deterioration; to make inflamed or corrupt; “We should deal with these problems now instead of allowing them to fester.”

First known use 14th century. Synonyms: break down, corrupt, decompose, disintegrate, decay, foul, mold, molder, perish, putrefy, rot, spoil.

Repeal means Revise

The right to a speedy trial, the American expectation that conflicts within teams are resolved quickly, can indeed lead to judgements passed which are not ideal, optimal, right or even just.

Americans make decisions quickly, often hastily. But, if the decisions are narrow in scope – have been isolated – then they can be revised. There is time for reconsidering and revision. The parties involved in the decision can be brought back in.

This same logic applies to the American judicial system. It allows anyone sentenced in a court to appeal that sentence. An appeal is when the accused (and sentenced) can take their case from a lower to a higher court for review.

In the American business context, a team member who believes that the judgement is wrong, or the conflict resolution process was unfair, can ask to have that decision reviewed by next-level management or by a neutral third party within the company, typically the human resources department.

cheese

Who Moved My Cheese? by Spencer Johnson. This business fable is about adapting quickly to change. The characters who succeed are those who make fast decisions and act, rather than waiting for perfect information or circumstances. The story is widely used in American business to encourage employees to embrace quick, adaptive decision-making.