FAQHow can collaboration work if we focus on the differences?

It‘s not as if there where no commonalities. There are many of them and at deep levels. Europe and America share Judeo-Christian religious beliefs. Our thought is rooted in Greek philosophy. We believe in democratic form of self government. And in market economies, even if to different degrees. Private property. Individual and civil rights. Americans of German descent make up one of the largest ethnic groups in the U.S.

And since 1945 we have linked ourselves inextricably. In terms of our national security in Nato, our economies in U.S.-EU trade relations. Investment flows strongly in both directions. Hundreds of thousands of Americans work for German companies in the U.S. Hundreds of thousands of Germans work for American companies in Germany.

There can be no doubt that we share much in terms of thinking, heritage, traditions. But because we have so much in common we fall into the trap of believing that we are the same, think and act the same. In other words, we believe that there are no, or no significant, cultural differences. So, the divergences go unsuspected, unassumed.

Making things worse, often the divergences are very sublte, therefore difficult to detect. So, when problems occur, when there are disagreements, real disputes and clashes, we as Germans and Americans rarely consider the idea that the problem could be based on divergent approaches.

Typically we attribute the problem to either lack of capability or lack of will (or even both) on the part of our colleagues on the other side of the Atlantic. We seldom consider a third possible explanation, namely, that our colleagues simply have a different approach, method, tradition, logic, way of thinking. An approach which is not immediately transparent to us, not readily understood, simply put foreign to us.

It all becomes even more complicated, when we do recognize, understand, have explained to us, the thinking behind the „other side‘s“ approach, and sense, or realize, that it is as or more effective than our own approach.

So, despite all of the commonalities, there are clear differences. And these differences can have significant impact on the performance of transatlantic organizations.

The commonalities represent areas where Americans and Germans agree, where things work between them. Why focus or invest time on things which work? The gain, the value, is in addressing the things which can hinder or enable forward movement.

Naturally in times of tension it is helpful to remind ourselves of the commonalities. And perhaps in our work we need to mention that more often. But the focus has to be on the gaps. That‘s where the great potential is, the true synergies.

Besides, since when is pointing out and focusing on differences antithetical to teamwork, to collaboration? We believe it is the first, the key, step.

Otherwise, colleagues either never notice the divergences in approaches or they are indeed aware of them, perhaps acutely aware, but choose to ignore them, to sweep them under the rug, to pretend that they don‘t exist. Both can lead to real problems.