Software engineering, unplugged...
Evelyn Keßler

BERLIN - Christian Hummel knew he would suddenly be confronted with all sorts of new situations when, after nine years at a major German steel company, his boss offered him the job heading up a three-person development unit.

Hummel thought long and hard before accepting. He would not only bear the responsibility for the work the team produced, but for how well the team functioned together. Would his peers accept his leadership? Could he evaluate the different strengths accurately so as to be able to assign work effectively?

Hummel, who works for Carl Stahl GmbH Steel in Süssen decided to accept the challenge. "I’m now responsible for my team producing innovative and marketable products," the 35-year-old says, adding that he had to get used to delegating and doling out occasional negative feedback.

In Germany, there is a shortage of engineers. According to the German Association of Engineers (VDI) in June 2012 there were 88,000 too few. Not surprisingly, hardly any have a hard time finding a job and if it doesn’t work out, finding another one is no problem. Under conditions like that, if there is any conflict on the job there is little motivation to soul-search about what your own mistakes may have been.

There is an old joke about engineers – if they know how to eat with a knife and fork their level of social skill is considered to be top notch. That is overstating the situation considerably, of course, but the lack of social skills among developers costs employers a great deal of money. They lose out when an experienced expert quits and they can’t find a comparable replacement for months. If conflicts in the work place are not addressed, productivity suffers due to lack of motivation.

What’s more: engineers are increasingly expected to be more than mere technical experts. According to current VDI figures, a third of engineers have jobs such as general manager, section head, controller or consultant that require a greater skill set that includes developed social skills. Complex technologies require expertise at higher-up hierarchical levels.

Rainer Würslin knows this. As the dean of the mechatronics and electro-technical department at Esslingen University of Applied Sciences, he was one of the first in Germany to realize the need for engineers to receive training beyond math and physics. As early as 2002, his faculty was offering a seminar in making presentations and the art of effective self-presentation.

"And since 2005 we’ve been teaching future engineers moderation techniques, project management, and the basics of business administration," Würslin says, adding that these subjects are now requirements for any engineering degree.

Acquiring soft skills

Students also have to do at least 60 hours of social work during their years at the university. The work can be anything from conducting physics experiments with kindergartens children to running high school engineering projects.

In their sixth semester, students are also prepared for daily life at work. They are gathered into random teams and spend 150 hours working together on industrial projects. "Regardless of personal sympathies, participants have to deal with each other and with the task at hand so that they can present a result at the end of the semester," Würslin explains. This is not about creating friendships: it’s about learning to get a project done successfully – a project one wouldn’t necessarily choose, with people one wouldn’t necessarily choose.

Würslin warns that the university can’t make up for any fundamental problems students may have relating, nor does he think it should go too far instilling leadership skills: that’s something graduates can learn over time on the job. He believes employers need to commit to investing in the continuing education of their employees.

Christian Hummel, the young team leader at Carl Stahl, agrees. Shortly after taking up his new position he attended a leadership seminar at the Carl Stahl Academy. Subjects included effective delegating, giving feedback and evaluating performance. Hummel says that the experience gave him more confidence. He particularly appreciated being able to speak with other company team leaders – not only about technical issues but leadership ones as well.

When a company has no such resources as these, says Cornelia Spangler, managing director of the Roots & Wings training academy in Starnberger See, getting outside help can be helpful. She offers individual coaching sessions to help her clients improve their social competence and communication skills.

Professor Würslin believes that the willingness to review one’s own behavior as one works towards successful team solutions is no more or less developed with engineering students than it is with others. He notes however that many of the 30% who leave the university’s engineering program are the ones who have trouble working in a team – and points out that nowadays jobs in development and construction are too complex for individuals to deal with on their own. Particularly in the big firms, having enough soft skills to integrate into a team has become a necessity – not least when multicultural teams are involved. Many will at some point hold positions outside Germany.

"Engineers who are successful in their careers are the socially competent ones," he says. In his experience, they show a willingness throughout their careers to keep working on their soft skills. Christian Hummel is a good example of that.

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Society

Why Chinese Cities Waste Millions On Vanity Building Projects

The so-called "White Elephants," or massive building projects that go unused, keep going up across China as local officials mix vanity and a misdirected attempt to attract business and tourists. A perfect example the 58-meter, $230 million statue of Guan Yu, a beloved military figure from the Third Century, that nobody seems interested in visiting.

Statue of Guan Yu in Jingzhou Park, China

Chen Zhe


BEIJING — The Chinese Ministry of Housing and Urban-Rural Development recently ordered the relocation of a giant statue in Jingzhou, in the central province of Hubei. The 58-meter, 1,200-ton statue depicts Guan Yu, a widely worshipped military figure from the Eastern Han Dynasty in the Third century A.D.

The government said it ordered the removal because the towering presence "ruins the character and culture of Jingzhou as a historic city," and is "vain and wasteful." The relocation project wound up costing the taxpayers approximately ¥300 million ($46 million).

Huge monuments as "intellectual property" for a city

In recent years local authorities in China have often raced to create what is euphemistically dubbed IP (intellectual property), in the form of a signature building in their city. But by now, we have often seen negative consequences of such projects, which evolved from luxurious government offices to skyscrapers for businesses and residences. And now, it is the construction of cultural landmarks. Some of these "white elephant" projects, even if they reach the scale of the Guan Yu statue, or do not necessarily violate any regulations, are a real problem for society.

It doesn't take much to be able to differentiate between a project constructed to score political points and a project destined for the people's benefit. You can see right away when construction projects neglect the physical conditions of their location. The over the top government buildings, which for numerous years mushroomed in many corners of China, even in the poorest regional cities, are the most obvious examples.

Homebuyers looking at models of apartment buildings in Shanghai, China — Photo: Imaginechina/ZUMA

Guan Yu transformed into White Elephant

A project truly catering to people's benefit would address their most urgent needs and would be systematically conceived of and designed to play a practical role. Unfortunately, due to a dearth of true creativity, too many cities' expression of their rich cultural heritage is reduced to just building peculiar cultural landmarks. The statue of Guan Yu in Jingzhou is a perfect example.

Long ago Jinzhou was a strategic hub linking the North and the South of China. But its development has lagged behind coastal cities since the launch of economic reform a generation ago.

This is why the city's policymakers came up with the idea of using the place's most popular and glorified personality, Guan Yu (who some refer to as Guan Gong). He is portrayed in the 14th-century Chinese classic "The Romance of the Three Kingdoms" as a righteous and loyal warrior. With the aim of luring tourists, the city leaders decided to use him to create the city's core attraction, their own IP.

Opened in June 2016, the park hosting the statue comprises a surface of 228 acres. In total it cost ¥1.5 billion ($232 million) to build; the statue alone was ¥173 million ($27 million). Alas, since the park opened its doors more than four years ago, the revenue to date is a mere ¥13 million ($2 million). This was definitely not a cost-effective investment and obviously functions neither as a city icon nor a cultural tourism brand as the city authorities had hoped.

China's blind pursuit of skyscrapers

Some may point out the many landmarks hyped on social media precisely because they are peculiar, big or even ugly. However, this kind of attention will not last and is definitely not a responsible or sustainable concept. There is surely no lack of local politicians who will contend for attention by coming up with huge, strange constructions. For those who can't find a representative figure, why not build a 40-meter tall potato in Dingxi, Gansu Province, a 50-meter peony in Luoyang, Shanxi Province, and maybe a 60-meter green onion in Zhangqiu, Shandong Province?

It is to stop this blind pursuit of skyscrapers and useless buildings that, early this month, the Ministry of Housing and Urban-Rural Development issued a new regulation to avoid local authorities' deviation from people's real necessities, ridiculous wasted costs and over-consumption of energy.

I hope those responsible for the creation of a city's attractiveness will not simply go for visual impact, but instead create something that inspires people's intelligence, sustains admiration and keeps them coming back for more.

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