Language has many uses. It can clarify, divert, focus and defocus. An organization’s genetic code (including strengths and pathologies) can be hidden via way certain words are used.
A consultant who knows how to use language to diagnose can intervene more effectively, more accurately pinpointing pathologies that otherwise would take months to unravel.
A very important tool that I use in my work is deciphering hidden meaning of the language by preparing a short dictionary of how certain terms are (mis) understood and (mis) used in the organization. I use this dictionary as a major part of my work in the high tech industry.
Case Study
When asked by the CEO if client X made payment for a recent delivery, the CFO said that payment was forthcoming after I hear from Billy, who is the paymaster of X. I learnt that forthcoming meant “no not yet”, and that “waiting for Billy” means Billy is not paying; Billy’s boss has not oked payment because of several issues that yet to have been solved. I used language as the major diagnostic tool and intervention tool in this case with excellent results.
The unique ‘patois’, where common terms take on different, often obfuscated, meanings. profoundly impact clarity, accountability, and decision-making. Unmasking via language, not be behaviour, is far less threatening & more powerful.
The Pitfalls of Ambiguity
Consider terms as ‘challenging,’ which may disguise difficult or impossible. Can we make the cost of goods product for $7000? It’s challenging. (COGS will cost $15,000)
Or ‘well-being,’ a word that can inadvertently suppress critical discussions and mask genuine mental health issues.
Case Study
After a year marked by 5 major accidents, the word “safety culture” started to appear. When I scratched at the meaning of the term, it meant more safety but no more resources to ensure safety.
This calculated ambiguity can foster complacency and hinder transparency, creating a culture of plausible deniability and scratching your bum instead of doing your work
The Consultant’s Advantage
By deciphering this coded language, we expose the underlying realities, not to threaten, but to inform. This process enables a collaborative plan to be formulated, transitioning from ambiguous phrases to a shared vocabulary that drives genuine progress. My colleague Peter Altschul has suggested that there is a good reason that these words are in use and correctly questions the value of this exercise. My experience is that there are no magic wands available to create change in organizations. Sometimes, some strategies work. Sometimes they don’t. Imho, using an organizational dictionary is an investment in clarity, ensuring that every word builds a foundation for success.
This technique is a very powerful arrow to have in your quiver, at least some of the time.
Finally, frequent words I find very useful to decipher:
Urgent-may mean the CEO asked for it. Or, pay attention to what I ask you for, because my priorities are not aligned with yours.
Complex-failure. The army spokesman said that the maneuver was complex; that is, wait for the causality report. Or the R&D hardware lead said that the new feature is challenging; that is it is beyond our capabilities, be it time, budget or bandwidth.
Deadline: This may mean what we promised the client, not what we can do.
Anyone who wants to know how to compile and use a dictionary in OD work-you are invited to ask me.
