Processes govern the inner workings of a company. They describe how the work should be done. There are differences between German and American processes.
Success Factor
If surveyed Germans would rank internal processes﹣how the work is done﹣just after people as the most critical factor to the success of any company. At times, however, it can appear that people are asked to serve processes more than processes are asked to serve people.
If surveyed Americans most likely would not even mention processes as critical to a company’s success. Instead they would name factors such customer orientation, innovation, rapid reaction time, pricing, and financial engineering. More relevant than how the work is done is what the concrete results are.
Deductive vs. Inductive
Deductive thinking is inference. The conclusion about particulars follows necessarily from general or universal premises. German processes and procedures are arrived at deductively, based on standards and norms, which provide guidance on how to do the work.
Inductive thinking is also inference. It is a generalized conclusion based on particular instances. American processes and procedures are arrived at inductively, based on experience, which provides guidance on how to do the work.
Guaranty vs. Tool
For Germans the goal and the path to that goal are almost indistinguishable. The product, and the processes which lead to the product, are two sides of the same coin. A work result﹣an output or literally a product or service﹣is only as good as the processes which led to it.
For Americans processes are tools, a means to an end. Processes assist, support, enable people to organize their work and their interaction. Processes cannot, and should not, replace human judgement.
Discipline vs. Deviation
Processes are most effective when they maintain a balance between conformity and flexibility. Germans prefer generally formulated processes allowing for interpretation based on the parameters of a specific situation. Judgement calls are driven by training and experience.
Like their Germans colleagues Americans seek that fine line between process discipline and flexibility. The moment a process step makes unnecessary﹣no added value﹣demands, Americans will consider deviation. Judgement calls are made via internal communication within the team and with next level management.
Process as Power
Processes are most effective when they maintain a balance between conformity and flexibility. Germans prefer generally formulated processes allowing for interpretation based on the parameters of a specific situation. Judgement calls are driven by training and experience.
Like their Germans colleagues Americans seek that fine line between process discipline and flexibility. The moment a process step makes unnecessary﹣no added value﹣demands, Americans will consider deviation. Judgement calls are made via internal communication within the team and with next level management.
