Introduction

In international collaboration, deadlines and agendas often become friction points. Why does a German manager insist on sticking to the schedule, while their Spanish counterpart reshuffles plans mid-meeting? Richard D. Lewis, in his book When Cultures Collide, offers a powerful cultural framework to understand these contrasting behaviors.

1. Germans and Linear-Active Logic: Planning as Precision

According to Lewis, Germans belong to what he defines as linear-active cultures. These cultures are organized, task-oriented, and strongly time-conscious:

"Linear-active people, such as the Swedes, Swiss, Dutch and Germans, do one thing at a time, concentrate on it, and do it within a scheduled time frame."

Richard D. Lewis, When Cultures Collide

This mindset prioritizes planning, preparation, and punctuality. For Germans, a well-laid-out plan is not just a guideline it’s a contract. Efficiency is tied to structure. Meetings follow strict agendas, and deadlines are non-negotiable.

In business, this often manifests as:

• Long-term planning and documentation

• Caution before acting

• Preference for written over verbal agreements

• Respect for hierarchy in decision-making

Lewis emphasizes that Germans expect their partners to show the same discipline and structure. Deviating from the plan may be seen not just as inefficient, but unprofessional.

2. Spaniards and Multi-Active Rhythm : Improvisation as Adaptability

By contrast, Spaniards are part of the multi-active cultural group, defined by spontaneity, relationship-building, and flexible time management:

“Multi-active cultures are very flexible. [...] Antonio follows a multi-active time system,

i.e. he does several things at once, often in an unplanned order.”

Richard D. Lewis, When Cultures Collide

In Spain, it is common to revise plans on the fly, especially if new information emerges or if interpersonal dynamics shift. This doesn’t mean the Spanish are disorganized; rather, they see rigidity as a constraint on creativity and human interaction.

Common business behaviors include:

• Priority given to people over tasks

• Openness to last-minute changes

• Overlapping projects or meetings

• A more fluid approach to time and deadlines

In Lewis’s framework, Spanish managers value flexibility as a strategic tool. They’re comfortable managing ambiguity and adjusting plans to evolving contexts.

3. Cultural Collision Points and Bridges

So what happens when a linear-active German team works with a multi-active Spanish one? Without awareness, frustration builds :

• Germans may view Spaniards as chaotic or unreliable.

• Spaniards may see Germans as rigid or overly bureaucratic.

However, Lewis encourages intercultural teams to balance strengths :

• Germans bring structure and predictability.

• Spaniards bring adaptability and people skills.

Successful collaboration involves acknowledging each other's operating systems and designing hybrid approaches for instance, allowing buffer time in schedules, or blending formal agendas with flexible dialogue.

Conclusion

Richard D. Lewis reminds us that culture is not about right or wrong it’s about understanding. Germans and Spaniards embody two powerful but different logics: one values the plan, the other the person. If you’re leading or joining a multicultural team, remember : precision and improvisation can coexist, and when they do, innovation often follows.