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Avoid philosophical discussion

Americans do not engage in a discussion about the essence of a decision to be made. If a discussion does takes place about the decision in and of itself, however, it is strictly for the purpose of defining who and/or what is to be served by making a good decision.

Americans invest less time on identifying how a particular decision fits into the broader picture. Their approach to all decisions is primarily motived by pragmatism. Decisions lead to actions, which in turn lead to further decisions to be made. Americans avoid getting weighted down in what they view as over-analysis. Forward movement is of priority.

Best Ideas are Simplest

“If you can’t explain it simply, you don’t understand it well enough. If you are out to describe the truth, leave elegance to the tailor.” Albert Einstein

“Simple can be harder than complex: You have to work hard to get your thinking clean to make it simple. But it’s worth it in the end because once you get there, you can move mountains.” Steve Jobs

“The greatest ideas are the simplest.” William Golding, Lord of the Flies

“A little simplification would be the first step toward rational living.” Eleanor Roosevelt

Entangling Alliances

As a nation-state, in their international relations, Americans warn against becoming involved in complexity. Thomas Paine (1737-1809) – an English-American political theorist-activist, author, and revolutionary – instilled non-interventionist ideas into the politics of the American colonies.

His work Common Sense (1776) argued in favor of avoiding alliances with foreign powers and influenced the Second Continental Congress to avoid forming an alliance with France.

George Washington’s farewell address restated Paine’s maxim: “The great rule of conduct for us, in regard to foreign nations, is in extending our commercial relations, to have with them as little political connection as possible. Europe has a set of primary interests, which to us have none, or a very remote relation.

Hence she must be engaged in frequent controversies the causes of which are essentially foreign to our concerns. Hence, therefore, it must be unwise in us to implicate ourselves, by artificial ties, in the ordinary vicissitudes of her politics, or the ordinary combinations and collisions of her friendships or enmities.“

Thomas Jefferson extended Paine’s ideas in his inaugural address on March 4, 1801: “peace, commerce, and honest friendship with all nations, entangling alliances with none.”

In 1823, President James Monroe articulated what would become the Monroe Doctrine: “In the wars of the European powers, in matters relating to themselves, we have never taken part, nor does it comport with our policy, so to do. It is only when our rights are invaded, or seriously menaced that we resent injuries, or make preparations for our defense.“

WBS

WBS stands for work breakdown structure. Wikipedia defines it as: „A hierarchical and incremental decomposition of the project into phases, deliverables and work packages. It is a tree structure, which shows a subdivision of effort required to achieve an objective; for example a program, project, and contract.

In a project, the WBS is developed by starting with the end objective and successively subdividing it into manageable components in terms of size, duration, and responsibility (e.g., systems, subsystems, components, tasks, subtasks, and work packages) which include all steps necessary to achieve the objective.“

Wikipedia goes on to claim that WBS was developed by the United States Department of Defense and was introduced by the U.S. Navy in 1957 to support the development of the Polaris missile program.

Breaking down complexity into its component parts in order to focus on what is truly critical is hardly a development of any human organization of the 20th Century. Surely it is has been fundamental to human thinking for quite some time.

Nature of the Problem

H.R. McMaster, February 2017 until April 2018 National Security Advisor under President Donald Trump, describes how critical it was at the beginning of his tenure to get clarity on scope. Listen to minutes 3:00 to 4:15 about “the nature of the problem”, and about “framing out the problem”:

McMaster earned an M.A. and a Ph.D. in History, both from the University of North Carolina at Chapel Hill. He turned his dissertation on the strategy of the U.S. in the Vietnam War into his book entitled Dereliction of Duty.

Scope Creep

Scope creep is when a task or project grows beyond its original intent, requiring more people, time and money than originally planned. It is typically a result of poor task definition, change control or internal communication. A precisely defined decision limits scope creep.

Scope: The extent of the area or subject matter that something deals with or to which it is relevant; the opportunity or possibility to do or deal with something.

Creep: To move slowly and carefully, especially in order to avoid being heard or noticed; moving very slowly at a steady pace; occur or develop gradually and almost imperceptibly; increase slowly but steadily in number or amount. Old English crēopan, meaning to “move with the body close to the ground”. Of Germanic origin; related to Dutch kruipen.

According to Economic Recovery Measures, Financial Rescues Have Only Temporary Impact by Kathy Ruffing and James R. Horney from the Center on Budget and Policy Priorities, the Bush-era tax cuts and its extension during the Obama presidency, in addition to the deficit-financed wars in Iraq and Afghanistan, account for “almost half of the $18 trillion in debt that, under current policies, the nation will owe by 2019.” Deficit-creep.

No Surprises

Germans like to receive nicely wrapped presents. At the same time they are no fans of surprises. Not even at Christmas or on birthdays. On the contrary, they really do prefer to know in advance what is in the package.

They do their research before they make even everyday purchases. Which product is the right one? Have they had any negative experiences with it? What are the alternatives? How much more or less expensive is the alternative?

This is why the German consumer often asks the salesperson if the product can be returned. They seldom feel sure that what they buy is exactly what they need.

Germans, for example, never plan a vacation without doing intensive research, unless of course they are returning to a well-known destination, which many of them do in order to reduce the risk of disappointment.

85 billion Euros a year, that is the amount German spend on travel – the highest in the world. Nonetheless, they most likely do the most research before deciding. Numerous websites are looked at, comments good and bad are read critically, photos from the vacation destinations compared, maps surveyed, travel guides studied carefully, friends and acquaintances asked.

Then finally the decision is made, the trip is booked. The research has just begun, however. What‘s the use of booking a trip if you don’t plan well what you‘ll do during it? Climate. Transportation. Sightseeing. Shopping. Shop hours. Restaurants and prices. Day-trips. Health care should anyone get sick or injured. Front loading.

Overview

Overview. The view from an elevated point, from which one can see across an expanse.

Ich habe den Überblick verloren. I have lost overview. Er überblickt die Sache nicht mehr. He no longer has an overview of the situation. These are statements one often hears in Germany. The details, and the kinds of details, have become too great to maintain an understanding of the situation. Germans place high value on Überblick (overview), on understanding a situation as a whole, as a system.

Überblick is especially important in those professions where the details are critical: air traffic controllers, project management, every kind of logistical coordination.

Durchblick: Literally through-view; view, perspective between, through, into a situation; to grasp the interrelations, connections, mutual influences.

Er hat den Durchblick. He has through-view. Er blickt da voll durch. He totally sees through the situation. Blicken Sie durch? Do you have through-view? These are typical sentences in German. Those who “see through” know what they’re talking about, understand both the details and the big picture. A Durchblicker knows a topic through and through and is on the path to becoming a true expert.

Durchblick is expecially important in those professions where a high level of expertise is demanded, such as in the natural sciences, nuclear physics, in the most sophisticated areas of surgery.

Umsicht: Literally view around. Intelligent, goal-oriented awareness of all important factors necessary to make wise, reflected decisions.

The Germans are considered to be people with Umsicht. They avoid unnecessary risk, shy away from situations involving factors which they cannot calculate. “Vorsicht ist die Mutter der Porzellankiste” (Carefulness is the mother of the porcelain) is a well-known German figure of speech. Germans are careful, umsichtig (aware of their surroundings). They take their time, proceed tentatively.

Umsicht is especially important in those areas where mistakes have significant negative effects: airline pilots, train conductors, legislators, and of course medical physicians.

herunterbrechen

The Germans speak good to very good English. This, however, can lead to them importing English terms literally into German: “to break down” becomes herunterbrechen, as in to break down a complex topic into its component parts.

But just because a term can be literally translated into another language does not mean that the thinking behind that term fits into the other culture’s way of thinking.

In fact, Germans do not consider it helpful to take complexity and break it down (herunterbrechen) into its component parts. They aim to do the opposite, to see particulars in their interrelationships, in their mutual influences. They look for patterns, strive to understand complexity as a whole, as a system. Germans do not break down, instead they tie together.

In this sense, herunterbrechen is a form of corruption, of turning, twisting, convoluting a complex reality. Instead of simplifying complexity, the Germans enter into it, in order to understand it, to work with it as it is.

Timotheus Höttges

In a May 2015 article Deutsche Telekom CEO Timotheus Höttges was asked what his biggest management mistake had been thusfar in his career.

Höttges responded that in his days as the head of T-Mobile Germany back at the beginning of the 2000s, he was very motivated and came up with at least one new idea every day of the week.

He admitted to demanding too much of the managers and employees. In doing so he overwhelmed the entire company. Höttges said that he had learned over the years. Today he focuses only on what has been agreed upon. Even if he has ten other good ideas.