German Approach
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
American Approach
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
American View
Germans attempt to analyze and solve all problems via processes, thus misunderstanding their limits. Many aspects of a complex business are difficult to objectify, made abstract, forced into the structure of a process.
Constant focus on incremental modification of internal processes often does more harm than good. Its added value is questionable, at best.
German View
American processes are often no more than a series of to-do lists, like cooking recipes, no more than tools, a helper‘s helper. Their potential is misunderstood and misused.
Advice to Germans
Naturally the question of „how we work“ is very important. But don‘t overstress it. Together with your American colleagues identify those aspects of your work which are best understood and managed via processes.
Other areas, due to their complexity and deeply human nature (leadership, customer interaction, innovative thinking), will only be frustrated, limited, hemmed in by forcing a process on them.
Advice to Americans
Join your German colleagues in the discussion recommended above. Explain to them when you rely on processes and when they are of only limited value. Describe how Americans use processes as a tool to achieve results. Make apparent the very practical and pragmatic role of checklists.