Basically, everything’s been sorted out. It has been decided how the cooperation in the new joint venture will proceed. Negotiations have been underway for months and the objectives and areas of work have been defined in several meetings. Both the Germans and the French expect important advantages from the cooperation.
Special appreciation
Today, the German company welcomes its French guests at its headquarters. After a few words of welcome from the German colleague, the French delegation leader gives a speech in which he expresses his pleasure in being able to advance this project together with the Germans. He’s visibly moved. He is so pleased that, as a sign of his special appreciation of the German partner, he would like to make the offer not to restrict the planned cooperation to Germany and France, but to extend it to the whole world. The Germans freeze.
Their worlds collide
This is where their worlds collide. The French speaker wonders why his German colleagues do not immediately thank him for this brilliant offer, which – as can be inferred from his casually uttered words in French – almost amounts to a proposal of marriage.
On the other hand, this proposal has caught the Germans with their pants down; they had no idea that there would be such a surprise proposal. How should they react? Right now, they are clueless as to whether such a proposal is even feasible. What would be the estimated costs? How should they be divided? And above all: Why wasn’t this discussed beforehand and simply presented to the assembled team here? Both the reception and collaboration had been planned for months.
Is the unexpected wanted?
French negotiating partners love to score points with surprise moments (so-called “scoops”) and to put themselves in the limelight. They like to prove their ability to develop visions, which, according to the French, is what distinguishes a good leader.
This contradicts German expectations to proceed according to plan and agenda in order not to have to face the unexpected unprepared.
The bringing together of the fairly emotional side of the French and the rather pragmatic expectations of the Germans: this challenge at the beginning of any Franco-German cooperation is often underestimated.
Let’s take a look at the human resources department of a traditional German company that attaches great importance to good dealings with its personnel at all levels and lives up to this. One sunny morning, a young French engineer, graduate of a so-called French “elite university”, two representatives of the technical department and the HR […]
Long before the word network became commonplace in connection with social networks, les réseaux was an everyday expression in France ‒ in social life, in the economy or in business. Its meaning can be traced back to life at the French court where personal networks enabled communication between the center of power and the distant […]
In Germany, generous personal distance is found between speakers in a conversation, at least an arm’s length is expected. Eye contact is also crucial, as it demonstrates attention and interest in a conversation. For those who are not used to this characteristic, it may seem weird and awkward at first, but avoiding eye contact may […]
German business people are seen as cold and distant by the more people-oriented Russians. They appear to be fixated on one thing, one project, precise terms of contract and numbers. They negotiate with a company and not with individuals, even if they welcome positive personal working relationships. Germans separate their personal feelings from the objective […]
Login
Kulturelle Integration von Mitarbeitern
„Code of Excellence“ – 10 Monate, 6 Länder, 30 Trainings, 185 Mitarbeiter – Ergebnis: Ein international zusammengesetztes Team arbeitet erfolgreich und wertschätzend zusammen.
Wir wünschen Ihnen viele gute Erkenntnisse beim Lesen und stehen natürlich gerne für einen
Austausch oder Fragen zur Verfügung.
Diese Unternehmen vertrauen bereits auf die crossculture academy