Les Européens se moquent parfois de la simplicité des Américains. « Ils sont binaires » disent ils. C’est vrai. Et c’est surtout vrai dans le travail.
L’Américain déteste l’incertitude. C’est pourquoi il n’y a que deux possibilités : blanc ou noir, oui ou non, pour ou contre, etc. Ce principe d’efficacité qui est presque génétique fait que l’on élimine toute position imprécise qui pourrait faire douter, car on ne veut en aucun cas perdre un gramme d’énergie dans l’application d’une décision.
C’est pourquoi les réunions dans les entreprises sont rarement des arènes de discussion sur la décision elle-même, mais, plus souvent un travail de groupe pour élaborer le plan et le calendrier de son application. Ils fonctionnent avec ce que j’appelle la règle du 49/51. Si une décision n’est pas évidente, même après avoir rassemblé les informations disponibles, il y a toujours un petit pourcent de plus d’un côté que de l’autre. Alors l’Américain n’hésite pas. Il décide, choisit le 51 et oublie le 49. Et s’il s’est trompé, il prendra une autre décision pour renverser la première. Le binarisme à l’Américaine est un principe d’énergie positive. On ne reste pas à la croisée des chemins, on choisi et on avance.
En France, c’est plus intéressant. Une réunion commence avec une déclaration de Paul qui propose que l’on choisisse le noir pour un nouveau produit. Laurent lui rétorque que pas du tout, c’est le blanc qu’il faut prendre, car les études consommateurs le prouvent. Sébastien intervient alors, car, lui aussi a lu les études, et son interprétation est que ce qui est attendu est un gris qui tire légèrement sur le blanc. Pascal est d’accord, mais précise que techniquement, c’est impossible, il vaut mieux un gris qui tire sur le noir. C’est là que tout le monde intervient et le reste de la réunion se passe à discuter des nuances de gris. Finalement après une heure de discussion sans nuance à propos d’une nuance, c’est l’heure du déjeuner et tout le monde sort un peu confus, car rien n’est décidé et par conséquent chacun va mettre en œuvre la nuance qu’il préfère. Vous imaginez le reste!
Le binarisme est aussi utilisé pour parler de soi-même. Un jeune cadre interviewé pour un job, même ayant une expérience limitée, n’hésitera pas à vous dire qu’il est le meilleur dans son domaine. En Amérique, il faut convaincre. Alors pour parler de soi, il faut utiliser des superlatifs. Il n’y a pas de milieu. Il est impensable de parler de soi en dosant ses mérites. On penserait que vous êtes un timide ou un faible et que vous ne saurez jamais mettre toute votre énergie dans un projet.
En France, on prendrait ça pour de la vantardise ou un excès d’assurance et qu’il est urgent de vous casser un peu sinon vous allez être le puant du service. Il faut parler de soi avec mesure ce qui laissera à penser que vous êtes un modeste, « que vous en avez encore sous le pied » et que vous vous réservez de surprendre. Bref en France, on la joue « j’en sais plus que j’en ai l’air » et aux USA, ce sera plutôt « je peux pousser des montagnes ». L’Américain compte moins sur votre savoir que sur votre énergie à faire avancer les projets. Alors on doit montrer une énergie et une détermination inébranlable. Tout ou rien.
Cette attitude ne signifie pas que l’on soit rigide dans le travail. Si on s’engage dans un projet, on le fait à fond et vite. 100 %. Si on constate que les objectifs ne sont pas atteints, on arrête tout. On révise et on met de nouveau le moteur à fond sur la nouvelle direction. C’est cette faculté qui permet à l’Amérique de sortir de ses crises plus rapidement, après y être entré plus rapidement aussi. On peut d’ailleurs se poser la question du soi-disant avantage et de la particularité Française d’amortir les chocs. Cette faculté d’entrer dans les crises plus lentement grâce à son système de protection sociale est-il préférable aux secousses et rebonds Américains ?
American binarism eliminates the gray.
Europeans sometimes make fun of the simplicity of Americans. “They are binary” they say. It’s true. And this is especially true in work.
The American hates uncertainty. This is why there are only two possibilities: white or black, yes or no, for or against, etc. This principle of efficiency which is almost genetic means that we eliminate any imprecise position which could give rise to doubt, because we under no circumstances want to lose a gram of energy in the application of a decision.
This is why meetings in companies are rarely arenas for discussion on the decision itself, but more often group work to develop the plan and timetable for its application. They work with what I call the 49/51 rule. If a decision is not obvious, even after gathering the available information, there is always a small percent more on one side than the other. So the American does not hesitate. He decides, chooses 51 and forgets 49. And if he was wrong, he will make another decision to reverse the first. American binarism is a principle of positive energy. We don’t stay at the crossroads, we choose and we move forward.
In France, it’s more interesting. A meeting begins with a statement from Paul proposing that we choose black for a new product. Laurent replies that not at all, it’s the white one that you should take, because consumer studies prove it. Sébastien then intervenes, because he too has read the studies, and his interpretation is that what is expected is a gray which tends slightly towards white. Pascal agrees, but specifies that technically it is impossible, it is better to have a gray that borders on black. This is where everyone steps in and the rest of the meeting is spent discussing shades of gray. Finally after an hour of discussion without nuance about a nuance, it’s lunch time and everyone leaves a little confused, because nothing is decided and therefore everyone will implement the nuance that he prefers.
Binarism is also used to talk about oneself. A young executive interviewed for a job, even with limited experience, will not hesitate to tell you that he is the best in his field. In America, you have to convince. So to talk about yourself, you have to use superlatives. There is no middle. It is unthinkable to talk about yourself by measuring your merits. People would think that you are shy or weak and that you will never be able to put all your energy into a project.
In France, we would take that as bragging or excess confidence and that it is urgent to break you down a little otherwise you will be the stinker of the service. You have to talk about yourself with moderation, which will suggest that you are modest, “that you have a lot more power available under your foot” and that you reserve the right to surprise. In short, in France, we play it “I know more than I look” and in the USA, it’s more like “I can push mountains”. The Americans count less on your knowledge than on your energy to move projects forward. So we must show unwavering energy and determination. All or nothing.
This attitude does not mean that Americans are rigid in their work. If they commit to a project, they do it thoroughly and quickly. 100%. If they see that the objectives are not being achieved, they stop everything. They overhaul and restart the engine up again on the new direction. It is this ability that allows America to emerge from its crises more quickly, after having entered them more quickly too. We can also ask ourselves the question of the so-called advantage and the French particularity of cushioning shocks. Is this ability to enter into crises more slowly thanks to its social protection system preferable to the American jolts and rebounds?
Revision ChatGPT :
“American binarism eliminates the gray. Europeans sometimes mock the simplicity of Americans, saying, ‘They are binary.’ It’s true, especially in the workplace.
Americans despise uncertainty, leading to only two possibilities: white or black, yes or no, for or against, etc. This efficiency principle, almost genetic, means eliminating any imprecise position that could cause doubt. Meetings in companies are rarely arenas for discussing the decision itself but often involve group work to develop the plan and timetable for its application. They operate with what I call the 49/51 rule. If a decision isn’t obvious, even after gathering available information, there’s always a small percent more on one side than the other. So, the American doesn’t hesitate. They decide, choose 51, and forget 49. If they’re wrong, they’ll make another decision to reverse the first. American binarism is a principle of positive energy – not staying at the crossroads but choosing and moving forward.
In France, it’s more interesting. A meeting starts with Paul suggesting choosing black for a new product. Laurent disagrees, insisting on white, backed by consumer studies. Sébastien intervenes, interpreting the studies to expect a gray leaning towards white. Pascal agrees but notes that technically it’s impossible – a gray leaning towards black is better. Everyone then joins the discussion, spending the rest of the meeting debating shades of gray. After an hour of nuanced discussion about nuance, it’s lunchtime, leaving everyone a bit confused since nothing is decided, and each person will implement their preferred nuance. You can imagine the rest!
Binarism is also applied to self-talk. A young executive interviewed for a job, even with limited experience, won’t hesitate to claim they’re the best in their field. In America, you have to convince, using superlatives to talk about yourself, as there’s no middle ground. It’s unthinkable to discuss yourself by measuring your merits – people would think you’re shy or weak. In France, this would be considered bragging or excessive confidence, requiring toning down; otherwise, you’ll be the outlier in the office. Speaking about oneself with moderation suggests modesty – ‘knowing more than one appears.’ In the USA, it’s more like ‘I can move mountains.’ Americans count less on your knowledge than on your energy to drive projects forward, demanding unwavering energy and determination – all or nothing.
This approach doesn’t mean rigidity in work. If committed to a project, Americans do it thoroughly and quickly, giving their all. If objectives aren’t met, they stop, reevaluate, and rev up the engine in a new direction. This adaptability allows America to emerge from crises more quickly, having entered them swiftly too. One might question the so-called advantage and the French peculiarity of cushioning shocks. Is the ability to enter crises more slowly due to the social protection system preferable to American jolts and rebounds?”