Back to our breakout groups in the workshop. Americans very seldom discuss the deeper meaning of a decision to be made. If, however, such a discussion does take place then it‘s focused on the purpose of the decision, on whom it serves and how.
Nor do Americans spend much time considering a decision to be made in its broader context. They think more particularistic than systematic. Their approach to decisions is motivated primarily by pragmatism. Americans orient themselves on concrete decisions and actions. They are focused on decisions which lead to actions, which, in turn, require further decisions.
In addition, Americans do their best to avoid over-interpreting or -analyzing a decision to be made. Absolutely critical is maintaining forward movement. Individual decision makers seldom have the mandate, much less the inclination, to discuss and debate the philosophical meaning of a decision to be made. They want to maintain momentum.
Germans and Americans together against the competition
Breakout. The Americans read the assignment quickly (perhaps hastily), then begin to discuss it, but without taking too much time. Once they‘re in agreement what it is all about they choose a colleague to write the flipcharts, and they‘re off and running. They think aloud, brainstorm, ideas are written down: open, free, creative, for German eyes and ears an unstructured discussion.
Words and phrases are thrown up on the flipchart, perhaps a stick figure, a drawing, whatever works. Just as quickly, though, these are revised, crossed out, some pages ripped off the stand, rolled up into a ball and tossed into the corner. The Americans keep going, discussing, debating, writing down.
In this concrete case we‘re talking about a breakout group, in an integration workshop, in an American company which had been acquired by a German company, in a sector of the world economy in which the competition does not wait around for Germans and Americans to come to agreement on how they‘ll work together.
No time for contemplating things from 30k feet
Everyone participating, the consultant included, needs to move quickly (but not hastily) and intelligently. The participants are investing valuable time. They need to understand the complex cultural differences, how these affect their collaboration, then together define that collaboration.
This is reality, not theory. There is no time for contemplating things from 30k feet. The battle is taking place on the ground, not in the clouds. Germans and Americans together in that battle against their competition, solving problems, serving customers.
Decisions are always local, specific and concrete. Americans strive to break down complexity into its component parts, in order to make those decisions. Deciding and acting are synonyms. Decisions lead to action. Action lead to new situations, which demand more decisions. And action always influences (changes) reality, its parameters, that which is to be decided.
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