core content – Page 4 – understand-culture

Intelligence

German Approach

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. Examples

American Approach

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. Examples

American View

Germans products are quite sophisticated. But often German engineering is associated with over-engineering, which is partly based on being not fully oriented on the needs of the customer. And Americans consider that to be not very intelligent.

German View

Germans consider many American products to be simple, unsophisticated, not cutting edge. And unintelligent products, in their own way, can be insulting to the customer.

Advice to Germans

Engage with your German colleagues about what makes a product truly intelligent. How much technology, sophistication should be incorporated? But, also, about what the market is demanding?

Including to what extent you consciously choose to go beyond the expectations of the market. Is an intelligent product a technical product or a product which gains market share and/or is profitable?

Advice to Americans

Engage with your German colleagues about what makes a product truly intelligent. How much technology, sophistication should be incorporated? But, also, about what the market is demanding?

Including to what extent you consciously choose to go beyond the expectations of the market. Is an intelligent product a technical product or a product which gains market share and/or is profitable?

Quality

German Approach

In Germany quality is more than just 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. Examples

American Approach

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. Examples

American View

Americans would agree that Germans products most often are of very high quality. At the same time, they are considered to be high- even over-priced.

Secondly, the American economy allows for products of differing quality levels, some high, some low, many in between. A full range of value-based products are available to the buyer.

German View

Germans clearly view their products as possessing higher quality than American products.

Advice to Germans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?

Advice to Americans

This is a critical discussion, and a sensitive, at times highly charged topic. It goes to the heart of your product philosophies. Enter into dialogue about quality. Define it.

Is it based on purely technical standards? On the needs of the market? Who is driving those expectations? You on the product creation side or those the market?

Reliability

German Approach

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. Examples

American Approach

Americans expect a product to function well under adverse conditions. If it has problems, the supplier compensates by providing good service, at minimum additional cost and inconvenience. Examples

American View

Americans tolerate less reliability as long as it is made up for in service response time. In fact, a technically more reliable product can be more be more problematic if its service contract and its service provider are unresponsive and/or expensive. Reliability is just one product characteristic.

German View

Germans pride themselves on technical prowess. An unreliable product of their own making is a reason for embarrassment. An unreliable product of another‘s making is unacceptable. Germans find American products to be less reliable.

Advice to Germans

Enter into and remain in dialogue about how you define reliability, what are the market demands, where is your competition, how you can meet, possibly surpass the market and the competition.

Advice to Americans

Enter into and remain in dialogue about how you define reliability, what are the market demands, where is your competition, how you can meet, possibly surpass the market and the competition.

Context

German Approach

The German yes means a high degree of commitment. Before granting it Germans want to be sure that they can fulfill it. In order to decide they request a lot of context information up-front. Examples

American Approach

Once Americans enter into an agreement they are in constant contact. They see no reason to go into great depth about the context. But also because they reserve the right to exit the agreement. Examples

American View

A German colleague requesting what can appear to be too much background information can give the impression of being overly conscientious, risk-averse, even mistrustful.

An American would wonder: „If we have an agreement, why does my German colleague need so much information up front. Let‘s get started. We‘ll be in touch as we proceed.“

German View

Germans are surprised that Americans would ask them to enter into an agreement without having first provided the contextual information necessary to make a decision.

They then experience Americans who become impatient with their questions. Depending on the sensitivity of the agreement, a German might suspect that an attempt is being made to gain their „yes“ without them fully knowing or understanding the potential effects. A German might become careful, sceptical, even wary.

Advice to Germans

Your American colleagues expect a higher level of communication during the time span of an agreement. Therefore, they need not know the whole story up front. Provide what they need in order to get started.

If and when they require additional information, you‘ll hear from them. Be prepared to communicate on a more frequent basis.

Now, if an American provides you with too little context information in order for you to make a decision, kindly indicate this. Tell them that you simply are conscientious, that you want to get it right the first time.

Advice to Americans

Remember, Germans separate between substance and person. Vigorous intellectual give and take on controversial topics is not personal.

In fact, it is one way in which the Germans demonstrate respect for America and Americans. It means that they take your point of view and America seriously.

So, engage with the Germans. Help them to understand the American viewpoint. And put some effort into understanding their point of view. It’s well worth it.

Deliverables

German Approach

The Germans prefer a complete deliverable, even if late, over an incomplete deliverable, even if early. Lateness is tolerated as long as expectations are met. Completeness beats speed. Exa m ples

American Approach

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 later. Speed beats completeness. Examples

American View

There are seldom situations in the American context when missing a due date is easily justified. From the American point of view, their German colleagues are simply too slow, their deliverables too perfect, too abgerundet.

Opportunities are missed. Particularly frustrating is to have very little communication during the agreed upon delivery time, only to have the deliverable suddenly arrive.

German View

Germans are impressed with rapid response times. But all too often they misperceive the initial part of the deliverable as most or all that they will receive, falsely drawing the conclusion that their American colleague has not fully lived up to their side of the agreement.

To then learn that they need to aggregate several parts of the deliverable leads them to the conclusion that their American partners are either not capable or unwilling of putting together a complete product.

Advice to Germans

Completeness vs. schedule, quality vs. speed, whatever terms you choose, this is an area of potentially considerable friction. Address this issue from the very outset of an agreement.

Define the terms specifically. What deliverables are involved? In what form will they be delivered? In pieces or as a whole? By when? From whom, to whom? For the sake of clarity, recommend to each other that you document this.

And most importanlty, remain in constant contact with each other about any modifications to this crucial part of the agreement.

Advice to Americans

Communicate more literally with your German colleagues. If you cannot enter into an agreement, simply state so.

Provide your reasons, communicate regret, but try not to pack your „no“ into „wads of cotton“, as the Germans say. They won‘t break down into tears.

If you are willing to enter into an agreement, give clear indications to what degree your „yes“ is binding. Parameters can change. Use a percentage:

„Sure, Hans, I can deliver that by next Thursday. But, I have a lot going on at the moment. I can guarantee it 80%. Let‘s talk again on Tuesday.“

Follow-up

German Approach

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 its status or priority. Agreed is agreed. Examples

American Approach

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. Examples

American View

If follow up does not occur, one party gains the impression that for the other party the status or priority of the agreement has changed.

„Hmm, odd, I haven‘t heard from my German colleague since last week when he requested that report. Perhaps he got a copy from another source. I suppose he‘ll call if he still needs it.“

Other tasks, projects or agreements are then seen as more important. The danger is evident. The German colleague saw no reason to follow up. He, indeed, is expecting to receive the report by the date agreed to. The American colleague assumes the opposite, however.

German View

Frequent follow up can be interpreted as lack of trust or even as a form of controlling. Germans will ask themselves: „Do they think we forget agreements we‘ve entered into? Do they think that we make promises which we don‘t intend to keep? Are they implying that we are not reliable, not zuverlaessig?“ Their reaction will be one of discomfort, irritation, impatience.

Advice to Germans

Increase your use of follow up by 100%. Your American colleagues will judge it to be neither a sign of mistrust nor control, but of cooperation and teamwork.

Follow up helps them to better understand how the agreement fits into your and their work context. The communication will allow you and your colleague to respond quickly to changing parameters.

At the same time, explain to your American colleague when and how follow up is appropriate in the German context.

Advice to Americans

Explain to your German colleague as early as possible the function of follow up in the American context. Warn them of your need to remain up-to-date on your various agreements.

Then ask that colleague when and in which mode (telephone, e-mail, face-to-face meeting) interim communication is acceptable. At the same time, try to reduce your need for follow up by 50%.

No

German Approach

The German no is more the rule than the exception. However, its level of firmness is based on context. The no can range from hard to flexible. Identifying the barriers to the yes reveals that range. Examples

American Approach

A no in the American context is more the exception than the rule. Americans pride themselves on being can-do people. They feel uncomfortable saying no. They couch their no in affirmative words. Examples

American View

Germans are often and quickly (mis)perceived as born nay-sayers. They can come across as unfriendly, uncooperative, not team-players. The German „no“ can be communicated so quickly and unabashedly that an American does not consider the possibility that it is the German way of saying:

„Sorry, I cannot commit to that right now, or without having thought about it.“ The attempt is not made to determine through discussion to what degree the „no“ might be a different way of communicating a conditional „yes“.

The danger in this interaction is twofold. Firstly, an otherwise mutually beneficial agreement is not struck. Secondly, and more unfortunate, the German colleague might be unfairly labeled as a „nay-sayer“, an uncooperative colleague to be avoided.

That person may never become aware of how they are misperceived by their American colleagues, thus affording no opportunity to correct the misperception, to correct the unfair label as „Herr Dr. No“.

German View

No less irritating for the Germans is the American no, which they almost never hear. Instead they get a conditional yes, which is communicated with terms and phrases which indicate clearly to the non-native speaker a positive, an affirmative response, a yes. Germans ask themselves what is so difficult about saying either yes or no.

Although Germans speak good to excellent English, few are capable of understanding the nuances of American English. And, the more complex the material discussed, the more politically sensitive situation it is embedded in, all the more subtle the language used by Americans.

A highly conditional „yes“ in the American context is in most cases a polite form of a „no“, a „polite no“, understood by each American involved, but perhaps misunderstood by a German to be a „yes“. For it is a sign of professionalism and finesse in the United States to be able to communicate rejection in a positive and affirmative way.

The effect? Two parties have an opposite understanding of the interaction. One believes to have entered into an agreement. The other believes to have clearly communicated that agreement was not arrived at.

Worse than the miscommunication, there lurks the greater danger of Germans drawing the conclusion that Americans don‘t hold up their side of the bargain. To be unreliable (unzuverlaessig), „not keeping your word“, on even the most minor of matters is considered highly negative in the German context.

To be labeled unzuverlaessig is to be labeled with almost a character flaw. It‘s a label which can take time to have peeled off.

Advice to Germans

Your German „no“ is harsh and unfriendly for the American ear. Either take it out of your repertoire altogether, or at least soften it. Explain your reluctance in a more diplomatic way. You won‘t be accused of being a therapist.

Enter into a dialogue with your American colleague by stating the reasons why you cannot (yet) enter into an agreement. Then give that person a chance to overcome your reluctance.

Strive to negotiate a mutually beneficial deal, with both having receivables and deliverables. Keep in mind, you may need and want assistance from this very same colleague at a later time.

Advice to Americans

Communicate more literally with your German colleagues. If you cannot enter into an agreement, simply state so. Provide your reasons, communicate regret, but try not to pack your „no“ into „wads of cotton“, as the Germans say. They won‘t break down into tears.

If you are willing to enter into an agreement, give clear indications to what degree your „yes“ is binding. Parameters can change. Use a percentage: „Sure, Hans, I can deliver that by next Thursday. But, I have a lot going on at the moment. I can guarantee it 80%. Let‘s talk again on Tuesday.“

Praise

German Approach

Germans give praise in direct connection with factually demonstrated performance. Praise in front of the team is seldom. Official awards are rare, for they could lead to envy and undermine team cohesion. Examples

American Approach

Americans see themselves as positive thinkers, motivators, self-motivators. They seek out reasons to praise. In fact, praise is most instrumental when an individual or entire team is struggling, experiencing defeat and self-doubt. Examples

American View

Germans are “praise stingy.” Criticism is direct, harsh, in generous supply. Germans miss opportunities to motivate by recognizing good performance.

German View

American praise comes across to Germans as inflationary, as simply unwarranted. They fear a creeping self-delusion.

Advice to Germans

If you are in an American team, be prepared for folks who say good things about you and to you. Accept it. Maybe you deserve it. Life isn’t a zero sum game. Praise for one person doesn’t come at the expense of another.

Allow yourself to be motivated by a positive, self-motivating environment. You won’t become a naive dreamer suddenly committing one unforced error after the other.

If you lead Americans, get generous. Praise, motivate, cheer your team on to victory. Their victory is your victory.

Advice to Americans

There is a German saying which states, “the absence of criticism is praise enough.” German praise comes in a very understated way. You’ll feel like a flower receiving insufficient water and sun.

You’ll need to motivate yourself more than ever before. Fine. Do it. You’ll develop inner strength. If you lead Germans, practice the German art of sober understatement.

If you decide to single out a team member, include praise for the entire team. Avoid any kind of star creation.

Scores

German Approach

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); 6 is ungenügend (failed). Examples

American Approach

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. Examples

American View

German grades come across as deflationary, thus demotivating, confusing, potentially unjust. The American receiver of feedback is confused about “where I really stand.”

German View

American team leads give inflationary scores. Germans expect – and welcome – negative feedback as orientation and to sharpen their sense of self-critique. Weak performance is described in sugar-coated terms, which over time lose credibility.

Advice to Germans

You‘re getting better scores than in Germany. Be careful. Don‘t let it go to your head. Knock it down by ½ a grade. Look for an opportunity to speak with your American lead alone.

Insist diplomatically that he/she spell out more directly where your weaknesses are. If you lead Americans, erring on the side of praise and motivation has to take the concrete form of higher scores. Inflate them by ½ a grade.

Advice to Americans

If your lead is German, understated praise will come in the form of understated scores. Take it based on the German, not the American scale.

If you feel the assessment is inaccurate or unjust raise the subject carefully, for you could be seen as a coddled American who can‘t take criticism.

If you lead Germans, deflate the scores you give by ½ of a grade. Reduce the “sugar coating”. Germans can take criticism.

If their weaknesses are not addressed, if improvement measures are not recommended, they‘ll draw the conclusion that you‘re either incapable or unwilling to analyze and recommend how they become better players. And that‘s weak leadership.

Lines of Communication

German Approach

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, fewer status meetings, fewer iterations on tactical issues. Examples

American Approach

Because Americans, those leading as well as those being led, prefer specific, command oriented tasks (both what and how), they maintain shorter lines of communication: more interaction, status meetings, iteration on tactical issues. Examples

American View

German team leads undercommunicate. “Face time” with the boss is in short supply. It becomes difficult to know, understand, or predict what the lead wants. It requires unnecessary guesswork, can be demotivating, and in most cases is seen as a lack of involvement.

German View

American leads overcommunicate. “Visiting the troops” and „management by walking around“ is interpreted as unwarranted and annoying supervision and control. It is distracting, demotivating, and in many cases viewed as a sign of mistrust.

Advice to Germans

Manage more like a player-coach versus a teacher-coach. Stay engaged with your people on the tactical level. You need not become overly prescriptive. You need not „change into your uniform and get onto the field“, but at a minimum stay involved as their coach.

Increase your communication with the team by 50%: staff meetings, phone calls, „drop by and say hello“. You won‘t feel comfortable doing it. You‘ll think it‘s a waste of time. You‘ll fear it will distract, or even unsettle, your team. It won‘t do any of they things. You won‘t succeed without shorter lines of communication.

Your American boss overcommunicates? It is not a sign of mistrust. On the contrary, you should worry about your performance if you see and hear less and less from your American lead!

The higher the level of communication, the more relevant your work, the more important you are for the success of the team. Enjoy the interaction. Engage with your team lead. You can exert influence on strategy and important decisions.

Advice to Americans

You lead Germans? Reduce your communication by 50%. You won‘t like it. You‘ll feel deprived of the key tool in managing your team. You‘ll wonder what to do with your time.

Focus on the broader strategic issues which can positively or negatively impact on your team. Remove roadblocks to their success. And, use the time to protect your team from those constant internal turf-battles so famous within German companies.

Your German boss undercommunicates? Experiencing „face time withdrawal“? It is not an indication that you have a problem, in fact, it‘s the exact opposite!

Your German lead is communicating with you. The message is: „Hey, you‘re doing a great job. I can leave you alone. I spend my time on the problems, not on the areas which are working. Keep up the good work. Maybe we‘ll bump into each other some time!“