GERMAN WORK CULTURE.
German customs such as the mysterious lunchtime greeting 'mahlzeit' can leave foreigners
confused, and German companies, with their government-imposed regulations and all-powerful
works councils, function by very different rules to their counterparts elsewhere.
Germans are often described by non-Germans as having the following qualities: sensible,
reserved, punctual, precise, cold, target-oriented, arrogant, sure of themselves, obedient,
disciplined, plan-oriented, authoritative, stiff, unfeeling, direct, bureaucratic, professional, correct,
self-assured, petty, highly orderly, strong, humourless, principled, reliable, perfectionist,
organised.
This list is made up of stereotypes and/or prejudices which lie in the eye of the beholder and
reflect reality to varying degrees. Nevertheless, we can identify specific behaviours through
which we can distinguish members of the German culture from those of other cultures.
Behind these stereotypes stand cultural standards which determine the behaviour of people
within the cultural group. These firmly-anchored values, developed through the ages, are closelyassociated with positive feelings for members of the culture. They need no reflection, are taken
for granted and are accepted by all members of the culture as 'right'.
Cultural standards describe characteristics on an abstract and generalised level. They relate to
the elements which are common to a particular nation. An individual German can, of course,
significantly diverge from these standards. However, the majority of Germans adhere to them,
which explains the consistent impressions foreign business partners have of Germans.
Understanding German business culture
The most important German cultural standards are:
Focus on the task
The task is the central and dominant issue in all business interactions and also determines the
style of communication. The relationship level assumes a more subordinate role in professional
life.Germans usually think that operating at the task level should form the basis of all business
contacts. The next cultural standard is closely related to this aspect.
Value of structures and rules
In German companies, there are countless rules, regulations, procedures and processes.
German business people prefer contracts and written agreements of all types. The existence of
these things and their tight and consistent application, the adherence to them and the rigid
consequences, or even penalties, for not complying with them are in stark contrast to other
cultures. On the one hand, this underscores a consistency and high degree of mutual obligation.
On the other hand, this principle leaves little room for flexibility and individual determination.
Reliability and avoidance of uncertainty (rule-orientation, internalised focus of control)
Consistency and reliability are seen as especially important German traits. Members of the
German culture have a high tendency to avoid uncertainty. They therefore develop binding rules
and structures in order to foster certainty in dealings with each other.
German punctuality (time-planning)
The approaches described above have a strong impact on the relationship with regard to time.
Appointments are precisely planned and it is expected that times which are set are adhered to.
Punctuality is a matter of good manners.
Separation of private and public spheres
Germans exercise a strict separation between the various spheres of their life. They clearly vary
their behaviour with other people depending on the sphere of their life (private or business) in
which they have contact with an individual as well as the closeness of the relationship (business
partner or friend). This frequently leads to Germans in business or public life being seen by
members of other cultures as very remote and cold and even as overtly unfriendly.
Directness of communication
Germans communicate very directly and explicitly. They formulate important statements directly
and openly and without 'window dressing'. They can appear rude and threatening without
meaning to or even noticing it. In return, they do not easily recognise and respond to verbal
subtleties such as indirect hints, messages 'between the lines' and many non-verbal signals.
They can therefore often miss the decisive content of an interaction.
Culturally-specific behaviour can be explained on the basis of cultural standards. This can aid in
understanding what would otherwise be irritating, unusual and strange events. This knowledge is
therefore an important basis for constructive cooperation between members of different cultures
