Information as Power
Germany
Germans believe that the mere possession of information can provide almost the same value as the conversion of that information into action. In Germany knowing can be just as advantageous as doing. The German term is Herrschaftswissen. Patterns
United States
Americans believe that information is of value only to the extent that it can be converted into action. In the United States knowing and doing always beats just knowing. Patterns
Get vs. Give
Germany
Holschuld: Hol from holen, to get + Schuld meaning debt. Holschuld means get-debt or get-obligation. In Germany if a colleague has information important to your work, you are obligated to request that information. Patterns
United States
The American logic is give, not get. If an American colleague has information that is relevant to the work of other colleagues or teams, that person is obligated to provide that information. Patterns
Inside vs. Outside
Germany
When it comes to sharing information Germans work from their core team outwards. With each outer organisational concentric circle they become more careful, at times even wary, of sharing valuable internal information. Patterns
United States
Americans make less of a distinction between their core team and teams in ever wider organisational concentric circles. They believe that information fundamentally belongs to the entire company. Patterns
Role of Teamwork
Germany
Germans see knowledge as the team’s primary capital. They are keen to protect and expand their knowledge base. As individual colleagues. As individual teams. Germans are particularly sensitive to how and with whom that capital is shared. Patterns
United States
In American teams information is the lifeblood of communication. Any breakdown in information flow means a breakdown in communication. And that quickly becomes a threat to the team’s overall success. Patterns