Nathalie Tocci, Jan Techau
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Germany’s Responsibility in Europe
The demand for leadership in Europe is immense and European leaders are looking to Germany, the largest, strongest and most centrally located country, for guidance.
Source: Global Brief

Second, during the nearly five decades of being under Allied custodianship, Germans were relieved of the need to fend for their own survival. This bred a culture of irresponsibility for themselves and for others. Today, the absence of felt responsibility for the world surrounding Germany is the most worrisome feature of the country’s foreign policy. Examples of that absence of felt responsibility can be found everywhere: abstaining on Libya; caveats in Afghanistan; sleepwalking through the euro crisis; putting the brakes on EU foreign policy; and refusing to contribute to the development of NATO.
However, in marked contrast to earlier phases in its history, Germany harbours no desire to dominate its neighbours, or to rule the continent by some informal diktat from Berlin. Quite the contrary: there is nothing for which Germans have a greater preference than being left unbothered by the demanding political realities around them. Instead, they wish that they could simply reimmerse themselves in the comfortable, apolitical world of Biedermeier – cushioned by ever-increasing demand for their high-quality industrial export products.
But the demand for leadership in Europe is immense. Naturally, European leaders look to the largest, strongest and most centrally located country for guidance. They desire an internationally minded Germany that is aware of its strength, solidaire, protective and engaged. They do not fear German tank divisions, but rather German self-centeredness and endless soul-searching.
About the Author
Director, Europe Team, Eurasia Group
Techau is director with Eurasia Group's Europe team, covering Germany and European security from Berlin. Previously, he was director of Carnegie Europe.
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Carnegie India does not take institutional positions on public policy issues; the views represented herein are those of the author(s) and do not necessarily reflect the views of Carnegie, its staff, or its trustees.
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