Early in American history, it was not uncommon for people to use almanacs as day planners. Many of the founding fathers, including George Washington, would buy almanacs and then add their own blank pages to serve as a diary and record of their daily activities.
The first book that was specifically marketed for use as a day planner was published in Philadelphia in 1773 by Robert Aitken. It was called Aitken’s General American Register, and the Gentleman’s and Tradesman’s Complete Annual Account Book and Calendar, for the Pocket or Desk for the Year of our Lord 1773, and was unsuccessful in the publishing world. Nevertheless, by 1850 day planners and their various incarnations (diaries, scrapbooks, ledgers, account books, etc.) were extremely popular.
In 1900, business innovator John Wanamaker decided to produce day planners with his store catalog and advertisements from other companies. These planners became very widespread and were a contributing factor to Wanamaker’s business success.
Today day planners are still extremely popular. Although sales of paper planners are dropping, sales of electronic planners are strong, and there are still many organizations that successfully market day planners to the American public.
America history is made up of waves of immigration, the earliest ones bringing with them and maintaining the deep European tradition of craftsmanship. That focus on how the work is done – imbedded in what later became processes and procedures – gave way, however, to Taylorism, mechanization, mass production, and eventually to the outsourcing of manufacturing to low-wage countries.
That tradition – the European medieval guilds – craftsmanship, caring about how the work is done – is being reintroduced to the United States via its current reindustrialization. German companies, for example, are not only increasing manufacturing capacity in the U.S., they are importing their methods for training skilled workers. European, more precisely, German craftsmanship is returning to America.
Importance of price: No business culture gladly admits that price is a critical success factor. The U.S. business and consumer sectors are both strongly influenced by price. Americans buy and sell more on price than on craftsmanship.
William Edwards Deming (1900-1993) was an American statistician and physicist, as well as a pioneer in the field of quality management. In the 1940’s he developed the process-oriented perspective of business activities, which were later introduced into various tutorials on quality management.
However, for many years Deming’s discoveries received very little attention in the U.S. Not so in Japan. There his insights were of great interest to leading industry managers. Why? The explanation given is that in the U.S. a maximization of production volume was the primary focus of industry following the worldwide reduction of production capacity following WWII.
This was possible to do without problem in the un-damaged USA. War-torn Japan, however, had limited resources for production, which pulled the optimization of processes into the foreground.
Deming’s story is initially a comparison between the U.S. and Japan. Yet the reasons why Japan’s industries became so process-oriented surely provide insight as to how Germany became to be so process-focused as well.
“The customer is always right” is a very common phrase in American business. It was first made popular in the early 20th century when it was used as the slogan for Marshall Field’s Department Store in Chicago and London’s Selfridges Store (founded by American Harry Gordon Selfridge).
Both of these stores became extremely profitable, primarily because they had a reputation for good customer service. As a result, many American businesses have attempted to model their processes on the principle that “the customer is always right.”
In 1911, in an attempt to promote a local business, the Kansas City Star newspaper included an article about the business owner George E. Scott, saying “Scott has done in the country what Marshall Field did in Chicago, Wannamaker did in New York and Selfridge in London. In his store he follows the Field rule and assumes that the customer is always right.”
Many American companies have slogans that show that they care more about customer service than anything else. Examples:
Burger King – “Have it Your Way”
UPS – “What Can Brown Do For You?”
United States Postal Service – “We Deliver for You”
Mounds and Almond Joy – “Sometimes You Feel Like a Nut, Sometimes You Don’t”
There is a popular American phrase which states “there is more than one way to skin a cat.” This phrase is used to express that there are multiple processes which produce the same result, and that as long as the result is achieved, the approach taken does not matter how.
It was first used in 1840 by American humorist Seba Smith in The Money Diggers, in which Smith wrote: “There are more ways than one to skin a cat, so are there more ways than one of digging for money.”
This phrase was (and still is) so popular that it inspired many variations. In 1855, Charles Kingsley’s Westward Ho! used the phrase “There are more ways of killing a cat than choking it with cream.” Many other popular variations include killing cats (and sometimes dogs) by hanging, choking with butter, and choking with pudding.
The phrase has also appeared in many American books, including Mark Twain’s 1889 book A Connecticut Yankee in King Arthur’s Court, in which the author wrote “she was wise, subtle, and knew more than one way to skin a cat.”
The Germans often consider Americans as a people to be either uninformed or uninterested in their own history, and equally uninformed about the recent history of given situations, allowing them to make decisions only based on the present. Americans appear to not think things through, not thoroughly. They can appear to Germans as Dünnbrettbohrer, literally people who only drill through the thinnest of boards.
From the German perspective their perception is not false. It’s what is behind the German cliché that Die Amerikaner gehen mit dem Kopf durch die Wand, that Americans try to go through the wall with their heads, meaning forcing solutions in situations which they have not fully understood.
But are Americans really so un- or a-historical? Partly, yes. I think of the region in which I grew up and the people there, me included. Philadelphia. Many of the most dramatic events of the American Revolutionary War against England took place in and around Philadelphia. Independence Hall in downtown Philadelphia is very well known and visited every summer by countless Americans and guests from other countries.
It is where the Declaration of Independence, the Articles of Confederation and the Constitution were drafted, debated, passed and signed. Philadelphia was the capital of the insurrection, Independence Hall the meeting point of the conspirators.
Several critical battles took place in the area. On September 11, 1777 British troops defeated the colonists under George Washington at the Battle of Brandywine. Two weeks later, on September 26, Philadelphia was conceded to the British under General Charles Cornwallis.
On that day Washington and his troops counterattacked in Germantown, roughly five miles north of Philadelphia, against just under ten thousand British soldiers. It was an attack by night, from four different directions, with the hope of forcing a quick surrender. Because communications among four groups broke down, and due to shortages of munitions, the attack failed. Washington and his men were pushed back to White Marsh.
There, between December 5th and 8th, British troops pursued and attacked the revolutionaries several times. General Howe had hoped to end the war before the winter had set in. Washington‘s men held, though. The redcoats pulled back into Philadelphia. Washington and his troops moved into nearby Valley Forge.
But how many natives of the Philadelphia area are familiar with these events? I certainly did not hear of them during grammar and high school. I don’t recall any school trips to the battlegrounds or to a museum. Nor did my parents interest us six children in them. Nor have I ever seen a documentary film on television about those battles in and around Philadelphia, my home region.
Why? Perhaps because the United States and England (UK) have been close allies in two world wars. Perhaps we Americans don‘t like reliving bad old times. Perhaps because the events, regardless of how momentous, go back to the 18th century, long before any of my ancestors immigrated to the U.S. from Ireland, Scotland and primarily from Germany. That part of American history was not a part of their history.
If Americans indeed have a less developed sense of history than the Germans, maybe because change in American history and culture is so ever-present. Maybe Americans, in comparison to Germans, are more tolerant of – open and willing – to embrace change, to drive change.
The momentous decision in and of itself to immigrate to America, to leave the homeland behind, makes almost every other decision in life seem far less dramatic. Change is less intimidating to Americans. On the contrary, the more change is accepted as a fact of life, the less relevant are the past and continuity with the past, and all that much more important it is to be able and willing to adapt to new situations.
It’s been said many times that Konrad Adenauer – West Germany’s great chancellor from 1949 until 1963 – was a master of communicating the complex simply.
His extraordinary ability to communicate with the “average Joe” was particularly effective in the early post-War years in West Germany. During one of the great national debates in the Bundestag about West German foreign policy Adenauer contrasts starkly his policy to that of the opposition Social Democrats by shouting: Wir wählen die Freiheit! Between slavery and freedom, we choose freedom!
If you understand German, and if you are even only somewhat familiar with the history of modern Germany, and the history of West Germany after the Second World War, then you should listen carefully to this extraordinary interview with Konrad Adenauer from the year 1965 with the highly-respected political journalist, Günter Gaus:
This is also a reason why it is anecdotes, if well told and timed, are enormously persuasive in the American cultural context. For Americans anecdotes are empirical. They are reality experienced, the opposite of theory, which is often seen as abstract and unrealistic, separated from reality.
An anecdote says: “I know what I’m talking about. I was there. I saw it with my own eyes. This is no theory, it’s reality!” Any American politician, for example, speaking in their legislative district or in the media about a difficult issue, such as the war in Iraq, will come across as especially convincing if they can claim to have visited that region.
Like aphorisms, anecdotes transport deeper-lying wisdom. Isn’t that what the Bible – Old and New Testament – does via one story after the other, communicate the deepest-felt, and therefore most complex, beliefs of a people, of Jews and Christians?
Isn’t story-telling the highest, the most sophisticated, form of activating (speaking to) the human imagination? Truly persuasive communicators in the U.S. plan very carefully when they draw on anecdotes. This is why we all listen so carefully when our grandparents tell their stories. They have the years of human experience.
The historians are in agreement. That Abraham Lincoln was the most masterful storytellers in American history. It has been written that he could hold audiences for up to four hours at a time.
Mark Shields was a long-time political journalist. He had a nationally-sydicated column for decades, and was well known for his weekly analysis with David Brooks – a New York Times columnist – on the PBS NewsHour. Listen to minutes 7:28 to 9:25.
President Abraham Lincoln was know for making unscheduled visits to Union officers and troops. Successful American leaders never lose touch with their people. Conversely, capable team members find ways to remain in constant communication with their team lead and other important members of management.