German directness, American euphemisms: the hell of cross-cultural communication
Americans and Germans do a lot of business together – and often have unnecessary misunderstandings, causing a lot of grief and mistrust. An American consultant who has lived in Germany for 25 years offers some help.
By John Otto Magee Published on February 24, 2018 4:00 pm
The United States and Germany are among the most successful countries and cultures in the world. They have the largest and fourth-largest economies, great companies, and great talents. Clearly, they must be doing a lot right. And yet, so much can go wrong when Germans and Americans meet and do business together, as I know from my years as an American consultant living in Germany. It helps for each side to understand where the other is coming from.
Start with basic communication. Germans say what they mean. Mean what they say. Don’t beat around the bush. Don’t use euphemisms. Clear, direct, unambiguous. Get to the point. Right away. To Americans, as to many other English-speaking people, the Germans thus appear impatient, obnoxious, at times even insulting,
Once you enter the inner cultural logic of this German style of communication, it appears less off-putting. The Germans are not exactly an unintelligent, unreflective, insensitive people. Instead they consider direct communication to be honest, transparent, and efficient. And also respectful, because it reduces the risk that people will misunderstand each other. Germans want to understand and be understood.
The inner logic of American communication culture is different. Americans approach important topics cautiously. They use euphemisms to transmit awkward messages. They consider indirect communication to be polite, sophisticated, and still effective. They aim to maintain dialogue in order to deepen it.
Germans aren't familiar with baseball's left field.
Germans find the American style of communication too soft, indirect and unclear. The Americans seem to be wrapping their messages in wads of cotton. To complicate matters, the Germans often miss the nuances in the carefully-worded statements of the Americans (or Brits, or other English speakers). American euphemisms, idioms, and witticisms fall flat. Germans aren’t familiar with baseball’s left field. Americans, in turn, perceive Germans as impatient, impolite, and rough. That’s why Americans are wont to feel uncomfortable in a conversation with Germans.
Germans should therefore practice using a softer vocabulary and approaching important topics indirectly. They don’t have to clarify key points immediately but should first establish a rapport. Americans, meanwhile, should embrace German directness, which has advantages. They should keep it simple and unambiguous. It’s OK, the Germans won’t break down in tears.
Let’s consider the way Americans and Germans negotiate agreements. Many Americans I know call their German colleagues Dr. No. (Behind their backs, of course.) More accurate would be Herr or Frau Dr. Nein. The German Nein is indeed more rule than exception. It can come hard and fast. But this Nein, depending on the context, can range from hard to flexible. Germans only say Ja (yes) when they are sure that they can deliver.
In the American context, by contrast, a no is the exception rather than the rule. Americans take pride in being open, helpful, and flexible. They extol cooperation, teamwork, and volunteerism. To reject a request from a colleague out of hand feels like negating these values. Americans are especially reluctant to say no to a boss or a customer.
Germans may think they have an agreement, whereas the Americans communicated no such thing.
So the American no comes in the form of a conditional yes signaling the reasons why assistance is regretfully not possible. To Americans it is a sign of professionalism and finesse to communicate rejection in a positive, supportive, affirmative way. This is not easy for Germans to decipher. Germans want clarity. But a no in the form of a conditional yes sends mixed signals.
The resulting misunderstandings can get ugly. Germans may think they have an agreement, whereas the Americans communicated no such thing. Germans will then conclude that the Americans are unzuverlässig (unreliable). Even on minor matters, to be unzuverlässig is a character flaw in Germany. Unzuverlässig is a label which can take a painfully long time to have peeled off your forehead.
The Americans in turn perceive the Germans as born nay-sayers: Unfriendly, uncooperative, the opposite of team-players. The German Nein comes so fast and unequivocally that Americans seldom consider its real meaning: “Sorry, I cannot commit – at this time.” The Nein is usually conditional, like the American yes.
Germans should realize that their Nein sounds harsh and unfriendly to the American ear. They would do better to soften it. They could try instead to enter into a dialogue with American colleagues by stating the reasons why they cannot (yet) enter into an agreement, then giving the Americans a chance to think about solutions. The Germans should keep in mind that they may need assistance from this very same colleague at a later time – and check their foreheads in the mirror daily.
The Americans, meanwhile, should communicate more literally with their German colleagues than they are used to doing. If they can’t enter into an agreement, they should simply say so, then provide reasons. If they are willing to enter into an agreement, they should give clear indications to what degree their yes is conditional: “Sure, Hans, I can deliver that by next Thursday. But, I have a lot going on at the moment. I can guarantee it only 50%. Let‘s talk again on Tuesday.”
Germans tend to separate message from messenger. Americans do the opposite.
Finally, consider the American and German styles of presentation. Germans tend to separate message from messenger. A German presenter consciously moves into the background so that the content can take center stage. Arguments should speak for themselves. German speakers strive to be factual, analytical, scientific. This often makes them appear objective, impersonal, and colorless. They display little body language and stay behind the podium or to the side. Content takes center stage.
Americans do the opposite. They link message and messenger. Content, form and presenter should form a unity: “Sell yourself first, then your product or service.” So Americans get personal and anecdotal, with personal color and plenty of gesticulation. Go to YouTube and look at Steve Ballmer on stage in his Microsoft days. The messenger is the message.
Germans react ambivalently to this linking of message and messenger. While listening, they whisper to each other: “If his case is so strong, why is he putting on such a ridiculous show?” or “Typical American. All show, no substance. We’ll take him down when we get to Q&A.” Yet some of the Germans secretly think: “Wow. Uninhibited. Natural. Believes in himself. Getting me to believe. Wish we Germans were allowed to do the same.”
Americans watching a German presenter often feel that the speaker lacks passion or even courage. “Why is she hiding behind the podium? What’s she afraid of?” or “Sleeping pill. Quick, someone open the windows.” or “Oh please, don’t do the math. We believe you.” Yet some Americans secretly think: “Wow. Clear-eyed, clear-headed. Nothing but the facts. Rock-solid analysis. Wish we Americans didn’t have to entertain the children.”
So the Germans should identify more with their message. Use “I”. Tell anecdotes. Don’t run away from who you are. Tell the story, including your story. Put your heart into it. Drop the robot-stuff. The Americans, by contrast, should temper their inner showman. Inject skepticism into your message. It adds to credibility.
Read Mr. Magee’s other pieces in this series: How Germans and Americans make decisions in totally different ways, Germans consult, Americans serve and German contentiousness vs American small talk.
To contact the author: firstname.lastname@example.org
You may be interested
By John MageeFeedback is essential to the performance of each individual and of every team...
Germans and Americans have very different expectations about leadership. That often leads to problems when...