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The German negotiating style
The Germans are meticulous in their preparation for meetings and negotia-
tions. They are well briefed and expect the same from their counterparts. 
They also believe that objectives should be clear before the meeting. 
Business meetings run to a strict agenda agreed before the meeting with 
relatively little small talk. They are often scheduled well in advance in order 
to permit careful preparation. The Germans like to come straight to the 
point, rely on a structured approach and attempt to resolve, if possible, any 
differences before the actual meeting. Senior people will tend to dominate 
the proceedings and members are reluctant to make a contribution unless 
they are well prepared and well versed in the particular topic at hand. Their 
negotiators are well qualified in their area of expertise and expect the same 
status from those with whom they are negotiating. Most managers have 
degrees from a university or ‘Fachschule’ (technical high school) and many 
are qualified engineers who have higher professional status and visibility 
than, for example, their counterparts in the UK. Professional rank and 
status is usually based on an individual’s achievement and expertise in a 

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The Effect of Culture on International Negotiations 177
given field. Academic titles and background are important and should also 
be given due recognition. A Herr Doktor or Frau Doktor (not medical) is a 
person of distinction and should be formally addressed as such.
One of the most important values is order (Ordnung). The Germans have 
a very structured way of working, which is supported by rules and proce-
dures. This approach does not always leave room for flexibility. They have 
a linear approach to work, with the aim of completing one set of actions 
before starting another. This marks them as much more monochronic than 
polychronic. Their business approach is cautious and they require detailed 
information and facts as a basis for decision making. These are critically and 
logically analysed before decisions are made. For a German, for an argument 
to be convincing, it must be schlüssig, that is, complete and logical. They are 
tough negotiators and will have thought in advance of counter- arguments 
and prepared second lines of attack.
The German business culture, like that of the Americans, is efficient and 
task- related, with the aim of achieving the task in the minimum amount 
of time possible. The adherence to timetables, schedules and deadlines 
is important. Personal networks assume a lesser role in German business 
culture than in some other cultures. The German communication style 
is direct, sometimes appearing rather blunt, and at times can be seen as 
confrontational. This is not intended to cause offence, but is basically an 
expression of their desire to solve problems relatively quickly and efficiently. 
They place more emphasis on written than oral communication, and infor-
mation tends to be ‘top-down’, often on a ‘ need- to-know’ basis.
The German attitude to time is certainly monochronic. Punctuality 
is considered an essential virtue and Germans will arrive well before a 
meeting in order to start on time. On arrival, Germans will shake hands 
with each other, and those attending from other countries should follow 
this approach.
Germans tend to work long hours and to separate their social life from 
their work life. It can therefore often take more time to build personal 
relationships than in other more open cultures. On the other hand, relation-
ships that are made tend to be longlasting. Germans generally have a high 
regard for privacy and personal space. It is wrong to say that they do not 
have a sense of humour, as German humour can often be more subtle than, 
for example, British or American humour. However, they treat business seri-
ously and humour is far less frequently used as an ‘ice-breaker’. Germans do 
not appreciate self- deprecation and flippancy, but in social occasions after 
work is over, they enjoy humour as much as other cultures.
German culture is masculine and individualist with high uncertainty 
avoidance and is at the lower end of the power- distance scale. Their culture 
values reliability, dependability and quality. Theirs is a
results- oriented 
approach, based to a large extent on a strong work ethic and good indus-
trial relations. They operate within a
well- defined hierarchy, with clear 

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178 Cross-Cultural Communication
responsibilities and distinctions between personal positions and roles. 
Germany is a Technik- oriented culture; note the slogan ‘Vorsprung durch 
Technik’, which means advancement through technology, as befits the 
leading manufacturing country in Europe. A high value is therefore placed 
on technical skills, both at university and technical schools and in training. 
Managers, although appearing to be somewhat paternalistic, have good 
working relationships with their workers. As a result of good employee 
welfare and social responsibility, trust and cooperation are reciprocated.
Many German managers have a good grasp of English. However, German 
is the most widely spoken first language in the EU at present. It is also the 
official language in Austria and is widely used in Switzerland. Germans have 
great respect for foreigners who speak good German.