Communication
Directness
Germany
Germans are direct. They say what they mean. And they mean what they say. Germans don’t use euphemisms to soften a message. They use unambiguous language and get to the point. Germans consider directness to be honest, transparent, efficient. Patterns
United States
Americans approach sensitive work topics cautiously. Euphemisms communicate uncomfortable messages. Ambiguity can be helpful. Depending on the topic, Americans will address it indirectly. Indirect communication is considered to be both polite and effective. Patterns
Work vs. Person
Germany
Germans separate the professional from the personal. Work colleagues can disagree, even argue, about the substance of an issue. This, however, does not have a negative effect on their working relationship. Patterns
United States
Americans connect the professional with the personal. Statements made about a proposal, a concept, or work results are by definition statements about that person’s competence, experience, and skills. Patterns
Small Talk
Germany
In the German business context small talk is short in duration. Germans transition quickly to issues of substance. They see little value in talking about the weather, sports or their most recent vacation. Patterns
United States
In the U.S. small talk is essential. It gets communication going. Small talk allows people to get a sense for the overall atmosphere. Americans seldom jump directly into subject matter. Business is personal. Patterns
Controversial Topics
Germany
Germans are intelligent and well-informed. They seek out topics which lead to lively debate. And since this means a difference of opinions, Germans often choose controversial topics. Patterns
United States
Americans avoid any tension which could damage a personal or working relationship. They seek out commonalities, look for reasons to connect, not separate. It’s difficult to argue about the weather. Patterns
Unsolicited Advice
Germany
Germans give unsolicited advice. Usually it is criticism. In most cases the criticism is accurate and helpful. Some Germans simply want to show that they know better. Most Germans just want to be helpful. Patterns
United States
Americans seldom give colleagues unsolicited advice. Even then, depending on how sensitive the topic is, they will communicate their advice in carefully worded language. Patterns
Agreements
Yes
Germany
A yes in the German context is more exception than the rule. Germans are reluctant to enter into an agreement without being sure that they can deliver on it. When you get the German yes, however, it is firm. Patterns
United States
A yes in the American context is more the rule than exception. Americans almost instinctively say yes to assisting a colleague or to serving a customer. The American yes, however, has different degrees of firmness. Patterns
No
Germany
The German no is more the rule than the exception. However, its level of hardness is based on context. The no can range from hard to flexible. Identifying the barriers to the yes reveals that range. Patterns
United States
A no in the American context is more the exception than the rule. Americans pride themselves on being can-do, open, helpful, people. Americans feel uncomfortable saying the word no. They couch their no in affirmative, encouraging words. Patterns
Context
Germany
The German yes means a high degree of commitment. Before granting it Germans want to be sure that they can deliver. In order to decide they request a lot of context information up-front. Patterns
United States
Once Americans have entered into an agreement they are in constant contact. They see no reason to go into great depth about the context of that agreement. Because they reserve the right to alter or to exit the agreement. Patterns
Follow-up
Germany
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 the status or priority of that agreement. Agreed is agreed. Patterns
United States
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. Patterns
Deliverables
Germany
The Germans prefer a complete deliverable, even if late, over an incomplete deliverable, on time or even early. Lateness is tolerated as long as expectations are met. Completeness is preferred to speed. Patterns
United States
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 on time. Speed is preferred to completeness. Patterns
Persuasion
Message vs. Messenger
Germany
Germans separate message from messenger. The presenter consciously and purposely moves into the background. In the German business context the message takes center stage. Germans believe that “arguments should speak for themselves.” Patterns
United States
Americans link message and messenger. The message, its form, and its presenter create a unity. In the American business context the messenger takes center stage. Americans believe that “you sell yourself first, then your product or service.” Patterns
Problem vs. Opportunity
Germany
For Germans a core competence is the ability to identify, analyze and solve complex problems. For them the key to success is problem-solving. In the German business context to be persuasive is to focus primarily on problems. Patterns
United States
Americans strive to see problems as opportunities. And opportunities are to be exploited. Competent is that person able to recognize opportunities in difficult situations. In the American business context to be persuasive is to focus primarily on opportunities. Patterns
System vs. Particulars
Germany
Germans are systematic in their thinking. Complexity is understood only by grasping how its component parts interrelate and interact. For a component part can only be understood via its role within the whole. Germans use theories and models to persuade. Patterns
United States
Americans are particularistic in their thinking. They prefer to break down complexity into its component parts, in order to focus on what is essential. Americans are skeptical of theory. Facts and experience are far more persuasive. Patterns
Past vs. Future
Germany
Germans define realistic as understanding the situation as it is. And to understand the situation is to understand how it became so. Germans expect a clear explanation of the path from the past to the present. Persuasive is first explaining the history of a given situation. Patterns
United States
For Americans to be realistic means understanding what is possible. The possible is determined not only by past and present circumstances, but also by the ability to shape a new future. Persuasive is explaining how to move from the present into the future. Patterns
Inform vs. Sell
Germany
In the German business world to persuade means to inform persuasively. The argumentation guides an audience to its logical conclusion. Selling the conclusion is not necessary. Germans don’t ask the so-called closing question in a direct and frontal way. They don’t sell. Patterns
United States
In the U.S. business world to persuade means to sell persuasively. Persuasive argumentation leads the audience to a choice. The audience is then asked to make a decision. Americans ask the so-called closing question in a direct and frontal way. They sell. Patterns
Decision-Making
Scope
Germany
Germans think systematically. They view a decision in its broader, interconnected context. The scope of the decision is, therefore, wide. German decision-making means making several decisions at the same time. Patterns
United States
Americans consciously break down complexity into its component parts in order to focus on what is essential. Because of that the scope of their decisions is narrow. Americans avoid interconnecting too many decisions. Patterns
Analysis
Germany
Germans regard an individual step in a decision-making process as completed only when all relevant information has been gathered and analyzed with rigorous tools. Germans are scientific. They are skeptical of intuition. Patterns
United States
Americans gather limited, but highly relevant, information. In-depth analysis is done only when necessary. Americans apply rigorous tools of analysis. However, they balance them with pragmatism. Americans trust their intuition. Patterns
Resources
Germany
Germany never was abundant in resources. Germans are economical. In what they make, in how they make it, and in how they use it. Suboptimal decisions require modification, which in turn, draws on resources. Germans do their best to get a decision right the first time. Patterns
United States
The United States has always been a country abundant in resources. Americans are less economical. In what they make, in how they make it, and in how they use it. Instead, they value rapid resource aggregation and deployment in order to take advantage of opportunities. Patterns
Time
Germany
Germans believe that the time allotted to a decision should be determined by the nature of the decision. And not dictated by internal or external pressures. Germans believe that patience leads to good decisions. Patterns
United States
In the U.S. an imperfect but quick decision is often preferred over a perfect but slow decision. Imperfect decisions can be corrected. For Americans speed is always of the essence. Patterns
Risk
Germany
Their history as a people, their experiences as an economy, have taught the German people to be highly sensitive to risk, to what can go wrong, to how thin their margins of error can be. Germans are careful. Patterns
United States
Historically America has always had generous margins or error: resource-rich, protected by two oceans, two neighbors posing no threat. Mistakes were seldom costly. Risk-taking often paid off. Americans take risks. Patterns
Leadership
Strategy vs. Tactics
Germany
Germans﹣those leading as well as those being led﹣prefer generally formulated, mission oriented tasks. The mission addresses more the what and less the how. Responsibility for the how lies with the implementer on the tactical level. Patterns
United States
Americans﹣those leading as well as those being led﹣prefer specifically formulated, command oriented tasks. The command addresses both the what, and to some degree the how. Overall responsibility for the how is shared by both levels. Patterns
Strategy Formulation
Germany
Germans believe that important decisions should be reached via consensus. Ideally within the entire team, but at least among its key members. Once made, those decisions are best implemented when communicated, understood and accepted by the broader organization. Patterns
United States
Americans believe that important decisions should be made by the team lead. Ideally with input from key members of the team. Once made, those decisions are best implemented when communicated and understood by the entire team. Patterns
Strategy Modification
Germany
Germans expect room to interpret decisions when implementing them. In certain situations Germans will deviate considerably from a decision which they, as subject matter experts, judge to be unwise, counterproductive, or harmful to the business. Patterns
United States
The line between those who make decisions and are responsible for their outcomes, and those who carry out those decisions, is drawn very distinctly in the American context. Decisions which cannot work or would damage overall efforts are communicated up the chain of command by those working on the tactical level. There is very low tolerance for modifying decisions. Patterns
Lines of Communication
Germany
Because Germans, those leading as well as those being led, prefer generally formulated, mission oriented tasks (more what, less how), they maintain longer lines of communication: less interaction, less frequent status meetings, fewer iterations on tactical issues. Patterns
United States
Because Americans﹣those leading as well as those being led﹣prefer specific, command oriented tasks (both what and how), it follows that team leads will maintain shorter lines of communication with their team members: more interaction, more frequent status meetings, more iterations on tactical issues. Patterns
Feedback
Performance
Germany
Germans separate the personal from the professional. Feedback, both formal and informal, addresses performance only. It is given in a neutral and unemotional way. Feedback, whether positive or negative, is not meant personally. Patterns
United States
Americans link the personal with the professional. Feedback addresses primarily performance, but takes into consideration how it will be received. Feedback on one’s work is feedback on that individual. It is by its very nature personal. Patterns
Praise
Germany
Germans give praise in direct connection with factually demonstrated performance. Praise in front of the team is seldom, however. Official awards are rare, for they could lead to envy and thus undermine team cohesion. Patterns
United States
Americans see themselves as positive thinkers, motivators, self-motivators. It is a sign of leadership to seek out reasons to praise. In fact, praise is most instrumental when an individual or entire team is struggling, experiencing defeat and self-doubt. Patterns
Criticism
Germany
Germans focus on reducing errors. When providing feedback they concentrate on weaknesses, on what is not working. Germans address weaknesses directly, openly and in a neutral, matter-of-fact way. Patterns
United States
Americans focus less on reducing errors, more on reinforcing what leads to good results. When giving feedback Americans concentrate on strengths. Critique is communicated in a carefully worded way. Patterns
Discretion
Germany
Sensitive feedback discussions in Germany are often done in one-to-one talks. There are situations, however, when Germans openly criticize a colleague in the presence of the team. This is not necessarily seen as unfair to that individual, instead as imperative in order to “get issues on the table.” Patterns
United States
Sensitive feedback discussions in the U.S. business context are almost always done in one-to-one talks. Discretion is highly important, especially when the feedback is negative. There is very low tolerance for open criticism of colleagues in the presence of the team. Patterns
Scores
Germany
Germans believe that feedback scores are most effective when they are accurate and realistic. When in doubt, Germans are deflationary. The school grading system is: 1 is sehr gut (very good); 2 is gut (good); 3 is befriedigend (satisfactory); 4 is ausreichend (sufficient); 5 is mangelhaft (insufficient); F is ungenügend (failed). Patterns
United States
Feedback scores are most effective when they are accurate and realistic enough, but also motivating. When in doubt, Americans are inflationary. The school grading system is: A is excellent; B is very good; C is good; D is unsatisfactory; F is failure. Patterns
Conflict
Escalation
Germany
Germans view conflict as negative and unpleasant. Escalation is considered as a last resort. Because effective leadership means anticipating conflict, an escalated conflict exposes poor leadership. Germans tend not to escalate. Patterns
United States
For Americans conflicts of interest are a fact of life. Escalation is often not only necessary, the individual has a fundamental right to seek resolution, to “have their day in court.” Americans tend to escalate. Patterns
Hearing
Germany
Germans avoid hearings. Allowing the conflict parties to go head-to-head increases tension, making it more difficult to resolve the conflict. The conflicting parties are interviewed separately. Patterns
United States
Americans expect a hearing. The conflict parties, in the presence of each other, make their case. Self-defense is only possible when one knows what the other side is accusing them of. Patterns
Evidence
Germany
When resolving a conflict the German mediator focuses on reconstructing the causes and circumstances of the conflict. Objective evidence is sought to answer to the question: “Why did this have to happen?” Patterns
United States
When resolving a conflict American managers see themselves more as judge than mediator. They considers both objective facts and subjective witness testimony. Patterns
Speed
Germany
Germans are skeptical of rash action. Resolving a conflict requires patience. Hasty resolutions are seldom effective. The conflict most likely will resurface. German mediators take their time. Patterns
United States
Americans become impatient if too much time is required to resolve a conflict. Festering conflicts are disruptive for any team. A suboptimal, yet prompt resolution, is often better than an optimal, but late one. Patterns
Acceptance
Germany
In Germany a conflict resolution is successful when accepted by all parties involved. There is little tolerance for solutions that create winners and losers. Germans aim for mutually beneficial outcomes. Patterns
United States
In the U.S. a true and lasting resolution is attainable only when a clear decision is made. Americans don’t have of a problem with one party winning and the other losing. “You win some, you lose some.” Patterns
Product
Efficiency
Germany
Germans have experienced times of acute shortage. These have left their stamp on the German product philosophy. Efficiency is a key product characteristic. Efficient in its development, manufacturing, and use. Patterns
United States
The USA remains one of the resource-richest countries in the world. Although efficiency is among the key characteristics of any product, output almost always outweighs efficiency. Patterns
Intelligence
Germany
For Germans an intelligent product goes beyond its purpose as a tool or instrument. An intelligent product thinks with, anticipates how it is put to work, is more than just the extension of its user. Patterns
United States
For Americans products are tools. An intelligent product makes work and life easier. It expands possibilities. Intelligent products execute the commands of the user. No more. No less. Patterns
Durability
Reliability
Germany
Germans expect a product to never break down. Not only the German engineer thinks this, but also the German consumer. A reliable product, like a reliable person, always delivers on its promise. Patterns
United States
Americans expect a product to function well under adverse conditions. If it has problems, the supplier provides service, at minimum additional cost and inconvenience. Patterns
Quality
Germany
In Germany quality is more than one of several product characteristics. The term Qualität is all-encompassing. It is a striving to go beyond the expectations and standards of the market. Patterns
United States
For Americans quality is just one of several product characteristics. And it is always a function of price. In fact, in the U.S. market it’s all about value, about the relation of quality to price. Patterns
Process
Success Factor
Germany
If surveyed Germans would rank internal processes﹣how the work is done﹣just after people as the most critical success factor. However, often it seems that people serve processes more than processes serve people. Patterns
United States
f surveyed few Americans would mention processes as critical to success. Instead they would state customer orientation, innovation, rapid reaction time, and pricing. Concrete results are more relevant than how they were achieved. Patterns
Guaranty vs. Tool
Germany
For Germans the product, and the processes which lead to that product, are two sides of the same coin. A work result – a product or service﹣is only as good as the processes which led to it. Good processes guaranty good results. Patterns
United States
For Americans processes are tools, a means to an end. Processes enable people to organize their work and their interaction. Processes cannot and should not replace human judgment. Patterns
Deductive vs. Inductive
Germany
Deductive thinking is by inference. The conclusion about particulars follows necessarily from general or universal premises. German processes and procedures are arrived at more deductively, based on standards and norms, which provide guidance on how to do the work. Patterns
United States
Inductive thinking is inference. It is a generalized conclusion based on particular instances. American processes and procedures are arrived at more inductively, based on experience, which provides guidance on how to do the work. Patterns
Discipline vs. Deviation
Germany
Germans believe that processes are most effective when they maintain a balance between conformity and flexibility. They prefer generally formulated processes allowing for interpretation based on the situation. Judgement calls are driven by training and experience. Patterns
United States
Americans seek that fine line between process discipline and flexibility. The moment a process step makes unnecessary demands Americans will deviate. Judgement calls are made via internal communication within the team and with next level management. Patterns
Process as Power
Germany
If processes make up the manual governing the inner workings of a company, whoever writes that manual determines how the work is done. This is especially the case in complex industrial sectors where processes are essential. Germans strive to have the say about processes. Patterns
United States
Because Americans are less inclined to view processes and procedures as making up the manual governing the inner workings of a company, the writing of those rules is rarely the forum where battles over power and influence take place. Patterns
Customer
Consult vs. Serve
Germany
The Germans prefer consulting over serving. To consult the customer is to work auf Augenhöhe, at eye-level. The German people instinctively reject any form of master-slave business relationship.
And the German customer prefers a supplier, consultant, vendor who insists on a business relationship auf Augenhöhe. Germans don’t want to be served, they want to be consulted, by an expert, at eye-level. Patterns
United States
Collaboration in the American business context is defined first und foremostly by the customer. Customers not only define what they want, but also to a significant extent how they want it.
Collaboration can mean a high level of client input on the how. Customer requests are understood by both parties not so much as open topics to be discussed by equal parters, but as orders formulated and issued by the customer. Patterns
Collaboration
Germany
In Germany two parties enter into a dialogue about matching a customer’s problem with a supplier’s solution. Once the what has been agreed upon, there is limited customer input about the how. Patterns
Expectations
Germany
The German customer expects the supplier to complete the requested task correctly and expertly, within schedule and budget. The boundary conditions are negotiated and held to as precisely as possible. Germans, however, will sacrifice schedule and budget in order to receive what they ordered. Patterns
United States
The American customer expects the supplier to deliver a product or service as defined by the customer. The customer expects the supplier to orient himself fully towards their individual needs and to respond as quickly as possible. And the supplier is expected to adapt to any change in scope. Patterns
