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Analysis

A separation of a whole into its component parts; the identification or separation of ingredients of a substance; a statement of the constituents of a mixture; proof of a mathematical proposition by assuming the result and deducing a valid statement by a series of reversible steps; an examination of a complex, its elements, and their relations; a method in philosophy of resolving complex expressions into simpler or more basic ones.

In their curriculum vitae (resumé) German job applicants highlight their analytical abilities, knowing well that German employers value those skills especially.

Holistic

Especially important to Germans is explaining connections, relationships and interdependencies. This signals that the presenter has understood the subject matter in its entirety. A holistic understanding, in turn, is based on a clear, methodical, systematic approach.

In contrast, a particularistic approach – breaking down complexity into its component parts and focusing on the most important – gives the Germans the impression that the whole has not been sufficiently understood.

Germans are taught at a young age to look for connections, relationships and interdependencies. Teaching methods and materials in primary schools stress analysis and discussion of the bigger picture. An approach based on particulars and examples is used with only younger pupils.

The focus on the system – on relationships and interdependencies – is further developed at the university level. Both at the beginning and the end of any presentation, whether written or oral, the subject and the analysis results are placed in their overall context, including analysis from related fields of study.

Turnkey systems

A turnkey solution is a total solution which allows the user to “turn a key and the system is ready to go”. Originating in the IT sector, turnkey systems include all necessary hardware and software. They are typically developed by original equipment manufacturers (OEM).

Germans prefer turnkey systems, as the receiver of the system, whether they are in the buiness-to-consumer or business-to-business context. Conversely, Germans prefer to develop and market turnkey systems. In fact, many German manufacturers will go as far as to make their own tools and machines, in order to make the products they then sell.

überzeugen, not überreden

The German word überzeugen – literally over-witness; more than enough witnesses – means to persuade or convince with plausible arguments, evidence, proof that something is true, right, correct.

überzeugen for Germans means to use rational arguments only, to appeal to reason, without attempting establish a personal (subjective, emotional) relationship with the target audience.

The German word überreden – literally over-talk; more than enough talk – means to coax, plead, cajole, browbeat, armtwist the other person to do something they originally did not wish to.

überreden for Germans means to use subjective-emotional argumentation, to appeal to the emotions, to the non-rational. Germans reject überreden. Germans expect überzeugen.

Intuition vs. Analysis

According to a report in the Journal of Organizational Behavior and Human Decision Processes by researchers from Boston College, George Mason University and Rice University: Intuition may be just as effective in decision-making as an analytical approach. And sometimes more efficient and effective, depending on the decision-maker’s level of expertise on the subject at hand.

“What we found demystifies a lot of the information out there that says intuition isn’t as effective as if you sat down and walked through an analytical approach.”

Testing intuition against analysis, the study found that people can trust their gut and rely on intuition when making a broad evaluation in an area where they have in-depth knowledge of the subject. As people move up in organizations, they’re often required to make judgments that may not be readily solved by rational analysis.

Intuition has long been viewed as a less effective approach to critical reasoning when compared to the merits of analytical thinking. Yet as society and businesses place a greater emphasis on the speed and effectiveness of decision-making, the intuitive approach has been identified as an increasingly important tool.

Analytic decisions are great for breaking things down into smaller parts, which is necessary for a math problem. But intuition is about looking at patterns and wholes.

Fragestellung

A Fragestellung is literally a question formulation. It is the definition of the question to be addressed. Before Germans make a decision – answer a question – they place great effort into first being sure that they have a common understanding of the decision to be made, of the question to be answered.

From the German point of view it is not enough to be capable of making decisions, to answer complex questions intelligently, if you haven’t first defined accurately the decision to be made, the question to be answered.

Germans engage in a discussion upfront about: What is the nature of the decision we are about to make? What are its implications for other areas of our work? Are we addressing the right question? Are we in agreement about what decision we are making and why?

Schmal (narrow): Old High German smal: small, narrow; narrow in width, as seen in profile; little, few, not enough, bare, barren.

Breit (wide): Of greater length in profile; as in size(s), measurements, a certain width; large, stretched; in large measure.

The German word schmal is often used to describe poor performance, low quality, something deficient. An engineer who does delivers poor results is referred to as a Schmalspuringenieur, literally a narrow lane engineer. A Schmalspurforscher is a scientist who has achieved little professionally. Schmalbrüstig – literally small or narrow in the chest – is someone who is unathletic.

Grundsätzlich: Relating to what is foundational; in accordance with a principle, in principle; actual, fundamentally; in general, as a rule.

The German people are serious. They value principles, deep-felt beliefs. Er hat keine Prinzipien. He has no principles, is a very serious criticism in the German context. To have no principles, to have no values, which guide one in their behavior, is considered to be a sign of weak character. Germans tend to have discussions about bottom-line thinking, beliefs, and principles.

The German political parties have their Grundsatzprogramm, their foundational political principles, which are formulated for the long term. The Grundsatzprogramm encompasses their foundational political beliefs, upon which the specifics of their political platform are formulated. Their election campaigns are closely aligned with these ideas. The Grundsatzprogramm is seldom modified. To go against it, to follow a political course which strays from it, invites internal rebuke and sanction.

Short. Mid. Long.

Germans think mid- to long-term. Short-term thinking and action is almost always viewed negatively. Germans associate short-term with ungrounded, fleeting, incomplete. When they make decisions they want to know, at least anticipate, what the effect (Auswirkungen) will be in other areas, on other processes, on other colleagues. They strive to understand the mid to long term effects.

Middle High German vrist. Old High German frist: what is current, about to occur; time period in which something should happen; to postpone briefly. Kurz- , mittel- , langfristig means short- , mid- , long-term.

Decision-timid

Enscheidungsscheu – literally decision timid. In simple English: afraid to make a decision.

„Mit dem Kopf durch die Wand” – trying to go through the wall with their head. Impatience. „Die Hausaufgaben nicht gemacht” – haven’t done their homework. Aktionismus. Actionism. Cowboy mentality.

Germans see these as American tendancies, and believe that they are based on a lack of training, technical competence and methodology. “They simply have not learned these things,” is their explanation.

On the other hand, Americans view the German approach as time-consuming and academich-philosophical. German decision making can come across as decoupled from the goal which is to take. Germans, from the American perspective, take subjective factors too little into consideration. Their analysis is too complex, going well beyond the needs for making a decision.

Americans see their German colleagues as overly careful, far too scientific and schematic-tool oriented. They are reluctant to consider input based on experience and common sense.

Germans give the impression of striving to complete the perfect analysis, which in turn should be some kind of guaranty for the perfect, and therefore risk-free, decision. All of these are signs to Americans that their German colleagues in the end are simply afraid to make the tough decisions.

Line between Strategy and Tactics

An Auftrag implies a certain distance between team lead (who issues the mission) and team member (who completes the mission). This distance is part of a shared logic. The focus is on the mission and less so on the relationship between team lead and team member. The team lead transfers responsibility for the mission‘s completion to the team member.

The team lead as Auftragserteiler – mission issuer – focuses primarily on issues at a higher level than on the particular missions of the team. The team member as Auftragserfüller – mission completer – is willing and capable of defining the how and completing the mission in the spirit of the Auftrag. The team member takes ownership of the mission, works independently, is in a sense more partner than employee of the team lead.

Naturally team leads and members are constantly adjusting the line between what is strategy (responsibility of the team lead) and what is tactics (responsibility of the team member). In the German context, however, this line is set rather high, meaning the team lead formulates the mission consciously in general, less specific terms. This gives the team member maximum freedom on the tactical level.

And although there will be variations in where German team leads and members draw that line between strategy and tactics – based on the people involved, their experience working together and the nature of the work – the logic remains constant:

The German lead purposely avoids adding to the mission statement any kind of recommendations or specifications about how the mission should be executed (tactics). The how is the responsibility of the team member. It is expected of her/him that they complete the mission independently and without unnecessarily drawing on the team lead‘s time and energy.

Anstupsen

anstupsen – to nudge, to prod.

In a January 2015 article in DIE ZEIT Tina Hildebrandt writes critically and with irony about the Merkel government engaging experts in order to study what makes the German people happy, and how to move them in that direction. Anstupsen is what the experts call their method.

The experts are developing kleine Entscheidungshilfen – little decision making aids – to prod German citizens in that direction. That is precisely the problem, Hildebrandt writes: “An administration should persuade, not nudge.”

The article demonstrates how quickly Germans get angry when one tries to push them in a certain direction even if only with the help of “little decision making aids.” The slightest suspicion that any action aims to get a decision is immediately counterproductive.

The Germans sense any form of nudge or prod as drängen – as pressure, as pushing. Germans want to be persuaded. And when they make a decision they reject any kind of outside influence.