USA - Germany Cross Cultural Differences
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This document discusses key cultural differences between doing business in Germany and the United States. It notes that Americans value achievements, short-term objectives, self-promotion, subtle hierarchies, and view time as money. Germans have a more analytical thought process compared to the pragmatic American approach. The document provides tips for cross-cultural communication, such as the importance of "phatic talk" to establish connections for Americans, and recommends indirect and softened approaches to feedback and criticism. Building personal relationships is important for business in America.
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USA - Germany Cross Cultural Differences
- 1. Doing Business in the US: Key cross-cultural differences MTM LinguaSoft www.mtmlinguasoft.com
- 2. Why cultural awareness training? Visible differences www.mtmlinguasoft.com Literature language Music Food Holidays Games Invisible differences Concept of beauty justice Notions of leadership Courtship / friendship Esthetics Time Approach to problem solving Concept of disease competition
- 3. Local Cultural Knowledge www.mtmlinguasoft.com
- 4. Doing Business in the US: Key cross-cultural differences Jennifer Horner Myriam Siftar MTM LinguaSoft November 6th, 2014 www.mtmlinguasoft.com
- 5. How do you define German business culture? www.mtmlinguasoft.com
- 6. How do you define American business culture? www.mtmlinguasoft.com
- 7. US Business Culture • Yes attitude • Achievements over status, education • Short term objectives and ROI • Self-promotion • Subtle hierarchy/ individual accountability • Time is money • Think BIG www.mtmlinguasoft.com
- 8. Positive Outlook = YES Attitude www.mtmlinguasoft.com
- 9. Pragmatic Thought Process - US Adapted from Robert B. Kaplan, Language Learning 14, 1966 www.mtmlinguasoft.com
- 10. Analytical Thought Process - DEU Adapted from Robert B. Kaplan, Language Learning 14, 1966 www.mtmlinguasoft.com
- 12. Phatic vs Ideational Talk • “Phatic” communication --“conversational grooming” -- “small talk.” Establish friendly connection, demonstrate willingness to “play.” • “Ideational” communication – the “meat” of the discussion – ideas, facts, decisions. Phatic communication should rarely be taken literally. But it is very important nevertheless. www.mtmlinguasoft.com
- 13. Phatic Talk in A Second Language? www.mtmlinguasoft.com
- 14. How Are You? • Notorious Americanism? • How do you do/ Howdy. • (“Are you OK” Implies “something is wrong with you and it shows.”) • Just say “I’m good. And you?” • Closer friends can “play” with phatic speech. In business, don’t. Just play along and say “Good.” • Other forms of phatic talk? • What are German forms of phatic talk? www.mtmlinguasoft.com
- 15. Problem: How to say NO? • Americans uncomfortable with a flat, unadorned “no.” • Buffering strategies – in personal relationships • Statement of Regret • Explain why (ONE reason only) • Offer alternatives (Instead, how about we do X…) www.mtmlinguasoft.com
- 16. Indirection • Criticism / feedback will be couched in softening terms and focus on improvement. Need to save face and maintain rapport. • Like the British, Americans can be so very indirect with feedback, it can sometimes be difficult for Germans to see what is wrong. • You will find this in social and business situations. www.mtmlinguasoft.com
- 17. Personal Relationships and Business www.mtmlinguasoft.com
- 18. Being “Personal” in America www.mtmlinguasoft.com
- 19. Business Meetings • Greetings: read the situation • Small Talk • Formality: first names, handshakes, possibly hugs • Ask questions, minimize silence • Use visuals, lead with goals • Leave with action plan www.mtmlinguasoft.com
- 20. Do personal relationships matter? • In Corporate / Fortune 1000 settings, yes, they matter www.mtmlinguasoft.com very much. • You are essentially developing mutual trust with your contact. • Engaging in “phatic” communication and demonstrating responsiveness and interest are how you do this. • If all else is equal, personal relationship will make the difference.
- 21. Thank you! Danke! Merci! Questions/ Suggestions Myriam Siftar 215-729-6765 info@mtmlinguasoft.com Twitter: @mtmlinguasoft www.mtmlinguasoft.com
Editor's Notes
- Jean Monnet, the founder of the European Community, once declared, "If I were again facing the challenge to integrate Europe, I would probably start with culture." Culture is the context in which things happen. Whether you develop, market, sell or purchase products for a global audience or interact with people from around the world -- even if they work in the next cubicle -- you must address the issues of culture to be effective. Nobody yet says I am European
- The good news – quite close on basic orientation. This means that because we expect there to be no serious cultural differences there is a bigger risk of mistakes and misunderstandings being taken personally rather than being chalked up to “difference.” But the main point we want to make is “It’s all relative”. Americans are considered forthright and direct by some cultures, but to Germans can appear indirect in some situations, and direct in others. Furthermore, the US is made up of many immigrant cultures, so it is hard to really nail down what is “typical” American. Today we will talk about some trends and tendencies that may or may not be familiar to you. Also: Stererotypes – they are useful in one way, and not useful in another. The purpose of cultural competency is not to stereotype and label different cultures but rather to encourage understanding and empathy in situations that, in the moment, can seem confusing or even threatening.
- Hyper rationnel Decision analytique Respect, formalite, Americans come across as impatient and money-hungry. FR: Les procedures, planning, discussion peuivent prendre le de ssus des actions Bank analogy
- Non conflictuels, yes attitude, enthusasme, can do s’apprend des la maternelle – super sympa dans les relations amicales, sociales mais peut devenir unpiege dans les affaires. Exces de modestie et derision mal vue Concentrez vous sur vos points forts Respect s’acquiert a partir des success concrets Effet mirror americans preferent les attitudes enthiusiastes et Culture du court terme mais surtout des resultats a court terme qui doivent etre mis en valeur tout en etant integres dans une vision un plan long terme Bien que les apparences soient decontractees, les roles sont bien etablis et les attentes sont en sync avec les niveaux hierarchiques. Reactivite et les long weekends et vacances, ne pas assumer que les amwricains comprennent les temps de relaxation, ils peuvent els respecter et en prendre pas aussi long que nous mais ils ont bcp de mal a cpntrndre et accepter que vous coupez completeent les ponts. Toujours joignable. Carte rouge si vous dites que vosu deconnectez pdt x jours.
- Optimists. Always lead with YES.
- Robert B. Kaplan, Language Learning 14, 1966
- But Americans admire question askers, Ok to say “when do you really need this?” There is a layer of business assumptions: time mgt, no downtime,
- Americans perceive Germans to be blunt, and this can be interpreted as rude. Keep in mind that if an American vendor or subordinate is told a flat “no”, their emotions may interfere with their reception of your message.
- Note – because US business culture is so focused on individuality, oftentimes attempts to discover the root of a problem are interpreted as “witch hunts” where the individual who is responsible is going to be blamed. Some companies have cultures that emphasize the group, teamwork, and consensus – but others have cultures that emphasize individual achievement and an “every man for himself” attitude. You can’t be sure
- Of course they matter – but how much?
- The Coconut and the Peach… how do you get on the inside. Surprisingly personal revelations – does not mean you are friends. “See you later” “Let’s do Lunch” – phatic talk.
- Names, Ambiguous response in Asia would be “yes” non committal Truth trumps vs. politeness It is a sign of maturity to ask questions for clarifications Debate is accepted and valued
- Again - - you are entering into collegial partnerships, with the expectation that you both will benefit from the relationship. These benefits will flow to your company, yes, but they will also flow to you. Much of the “small talk” social grooming, responsiveness, friendliness is demonstrating your willingness to “play along” – that you are ready to extend goodwill and that you can trust one another. Back to the coconut idea – with Asian cultures, for example, you (as the representative of your company) will find yourself on the inside or on the outside, it’s fairly obvious. With American peach culture, you can never know exactly where you stand. This is unnerving.