Skip to main content

In defense of management jargon

Core competency? Benchmark? Key issues? Sustainability?

Ask any manager and they will explain what these words mean. To the uninitiated it is buzzwords. To the literati, it is a modern day plight that will destroy the English language.

X wrote The Death of Language. Y wrote. Weaselwords. Hundreds and hundreds of pages devoted to slagging management-speak. Courses on Effective Business Writing will advise strongly against using technical jargon or made-up words. These courses, of course are always run by literary types, never business people an managers. (We are way too illiterate.)

Funny that. And invariably they will also tell us that of the 800,000 ordinary (non-technical words) in the Oxford English Dictionary, the average person only uses about 8,000: that is one percent of the available words. The implication of course, ‘we’ know many more. It is then followed by a joke that you should not use ‘pulchritude’ when the word ‘beautiful’ would do. Ha ha.

Their strategy? Encourage the business managers to use simple language, lest some of the key issues become obfuscated. That is, stop using management speak. No more outcome engineering or value-add solutions. No more xx or yy.

I wonder where these people were when the engineers coined terms nano-second and voltage. Or when the scientists stopped calling it a ‘rotten-egg gas’ and called it sulphur dioxide. Surely the computer geeks should never have been allowed to make up stupid words like spam or megabytes, not too mention asynchronous messaging hypertext.

The despicable jargon is simply the art of management becoming the science of management. And we need a new language. These weasel words are simply the evolution of the language being adapted to new concepts and stretched in a fast-changing world us managers face daily.

Sure, not all of us have mastered the ability to turn a deft phrase. I guess there are a few plumbers and surgeons out there who suffers from the same malady. (Oops, sorry, I meant disease.) Sometimes our sentences are clunky because we are not great writers. The vocabulary is hardly to blame.

Comments

Popular posts from this blog

Hey Bruce Springsteen; you hypocrite

Bruce, I love your music man. It is old-fashioned, but I like it. My favourite song is actually not Born in the USA or the like, but Streets of Philadelphia. Not only is it a nice tune, I really like the message too. But you know, I don’t like how you play your politics. Make no mistake, I don’t MIND your politics and I am sure we can agree on a lot of things – and even in this case I may even agree with your belief. So the point is not where you stand on the issue.  But I don’t like the hypocritical way you play it. So you cancel a concert and boycott a state that you disagree with. I am sure you think that it is your way to express your support for people who are getting the short straw. I am sure you see it as your right to play in front of whoever and wherever. But Bruce, can I ask you this: Have you refunded all the money you made from selling songs to the states that hold a different view to you? Have you asked those citizens not to buy your...

An Open Letter to the CEO

Dear Mr CEO You said your job is to develop a vision and create an organisation with the right values that will make that vision a reality, so I thought I would drop this note in your lap for consideration. It is my contention that what goes for ‘strategy’ and ‘best practice’ in the modern corporate boardroom is a terminal degree of “me too-ism”. I think you have bought into a narrative that is promulgated by people who have a gnostic view of the world and specific agendas that appeal to the pseudo-thinkers of the world, but are in reality going to lead your organisation to its premature demise. OTHER PEOPLE’S MONEY Over the years business organisations have been eaten away slowly from the inside by social justice warriors (SJWs). How this happened, requires us to go back a few years and in the evolution of the business organisation. Once you understand that, you will see how it has infested your organisation. Business organisations used to have a simple, clear obje...

If not confidence, what is it then?

Confidence almost invariably leads complacency to over-confidence which leads to’ arseholeness’. There must be rare occasions when this progression does not naturally occur, but I can’t think of an example. There is a truism that’s states: Confidence breeds confidence. That IS the nature of confidence. So, by definition, confidence always ‘grows’ – and inevitably people don’t know when to stop. I am sure some self-help gurus will argue that you can never have too much confidence. (I’d say, think ice-cream.) Some gurus will say that the problem is rarely once of too much confidence and that the bigger issue is growing confidence. To this I say: maybe so, but only if you understand the need to manage the confidence growth – and knowing when to stop. THAT is never taught – and that is my issue. I don’t believe lack of confidence is the opposite of confidence. I am not advocating being unsure. What the world desperately needs, is more humility. Old-fashioned and contrary to the culture ...