Das Leben der Anderen (The Lives of Others, 2006): Context: Set in East Germany, this film follows a Stasi officer tasked with surveilling a playwright. Illustration: The Stasi’s internal culture is characterized by unemotional, objective reporting and evaluation. Feedback about performance is delivered in a cold, formal manner, with little regard for personal feelings. The film’s tone and dialogue reflect a clear separation between professional duty and personal emotion.
performance
Performance
German Approach
Germans separate the personal from the professional. Feedback, both formal and informal, addresses performance only. It is given in a neutral and unemotional way. Feedback, whether positive or negative, is not meant personally. Examples
American Approach
Americans link the personal with the professional. Feedback addresses primarily performance, but takes into consideration how it will be received. Feedback on one’s work is feedback on that individual. It is by its very nature personal. Examples
American View
The German separation of personal and professional is impersonal, removed, cold. A stern teacher versus an inspiring coach.
German View
The American approach is too subjective, personal, almost cozy. A psychotherapist versus a demanding teacher.
Advice to Germans
As in all communication with Americans, soften your tone, see your interaction not only as between two functions within an organization, but also as between two people. Your American team member or colleague will not lose the fact of the former.
Advice to Americans
The German business culture favors more of a teacher-student relationship than coach-player. If you lead Germans, cultivate more of a teacher-student relationship with your German team-members.
Add a little distance between yourself and your German reports. You will not come across as disinterested or uncaring, but as clear-headed, focused on progress.
Performance
Germans separate the personal from the professional. Feedback, both formal and informal, addresses performance only. It is given in a neutral and unemotional way. Feedback, whether positive or negative, is not meant personally. Examples
awkwardness
Stromberg (2004–2012). Context: A satirical workplace comedy (German adaptation of “The Office”). Illustration: While the show is comedic and its main character is often inappropriate, much of the humor comes from the contrast between German directness in feedback and the awkwardness of mixing personal and professional spheres. The series lampoons, but also highlights, the expectation that feedback should be about work, not personality.
Remembrance, Responsibility
A notable historical example of a German company successfully using neutral, performance-focused feedback is Daimler-Benz (now Mercedes-Benz Group) during its process of historical reappraisal after World War II. In the 1980s, Daimler-Benz became one of the first German companies to appoint an independent commission of experts to conduct a scientific and objective study of its activities during the Nazi era.
This approach was marked by a clear separation of personal feelings from professional responsibility, with the company focusing on facts, accountability, and measurable actions rather than emotional statements or personal blame. The findings led to formal reparations and the establishment of the industry foundation “Remembrance, Responsibility and Future,” involving over 6,500 German companies. The process and communication were characterized by a neutral, unemotional tone, focusing on performance (in this case, historical accountability and reparations) rather than personal sentiment.
DIN
German Engineering and Industrial Standards (DIN Norms, 20th Century). Germany’s reputation for engineering excellence is built on a culture of standardization, precision, and objective measurement:
The creation of DIN (Deutsches Institut für Normung) standards established clear, impersonal benchmarks for performance and quality. Evaluation and feedback in industry became a matter of meeting or exceeding these standards, not personal opinion.
Product and process evaluations are based on measurable criteria, with feedback delivered in technical, unemotional terms.
Duale Ausbildung
Apprenticeship System (Duale Ausbildung). The dual education system is a model of structured, objective feedback: apprentices receive regular, formal evaluations based on skill mastery and performance; feedback is standardized, unemotional, and focused on professional development; personal feelings are set aside; the focus is on competencies and meeting professional standards.
analytical observation
Thematic Exploration of Detachment: The tradition of professional detachment is also evident in the thematic exploration of roles and identities. Robert Musil’s Der Mann ohne Eigenschaften (The Man Without Qualities) presents a protagonist who is self-possessed and detached, navigating life with a sense of analytical observation rather than emotional engagement. This reflects the German cultural logic of evaluating situations and people based on objective qualities and performance, not personal sentiment.
“I work for Mary Smith”
When two colleagues meet and the one asks the other what they do in the company, it is typical for Americans to state who their boss is: „Oh, I work for Mary Smith.“ The next statement might be: „in the new product marketing“ or „in global supply chain“ or „in corporate finance.“
Americans work outwards from their work, their team, the organization in which the team is imbedded, and so on. It is also common in the U.S. to hear the statement that „your most important customer is your boss.“
American team leads have influence and power over their team: strategy, organizational structure, roles and responsibilities, and, of course, compensation and professional development. The relationship with the team lead is for the team member a very important one. It influences them very personally.
That working relationship, however, can also be one which extends beyond the workplace to their private lives. It‘s common for American colleagues to be friends, close friends, friends who do things together, whose spouses and children know each other. Americans mix their work and private lives. This can include the boss.
In fact, many Americans would say that the ideal team is made up of capable people, who work hard, support each other, reach their business goals, but in addition know and like each other outside of work. Colleague and friend. Boss and friend.