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
If 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
