We're committing the logical error called the nominal fallacy when we believe that because we've given something a name, we've explained it. An example: "He doesn't get along with his teammates because he's difficult." Labeling him "difficult" doesn't explain the troubled relationships in the team. It leaves many questions unanswered. Why is he difficult? How is difficult defined? Is he the only team member who's difficult? Are all people who don't get along with their teammates difficult? Can there be other reasons for troubled relationships in this team?
We can extend the nominal fallacy concept slightly to an Attributes Fallacy, which is the logical error of believing that we've explained an entity — or elaborated an existing explanation — when we merely list some of the entity's attributes. If an entity's name is one of its attributes, then the Nominal Fallacy is a special case of the Attributes Fallacy.
For example, when we categorize defects in a software product as change-request, performance-severe, unclassified, and so on, we aren't resolving the defects. We're classifying them. Each defect had a name, and now we've given it a classification. Name and classification are two of its attributes.
Naming and classifying can be satisfying. They might even be steps necessary for achieving our goals. But in most cases in the workplace, naming or classifying isn't the goal. When we enjoy naming and classifying so much that our enjoyment interferes with actual goal achievement, we're in trouble.
This trouble can appear anywhere. When we design project plans, we name tasks. I've done it myself. It's fun. But naming tasks doesn't bring the project home. It's a necessary step toward the goal, but it's just a step.
Consider When we enjoy naming and
classifying so much that
our enjoyment interferes
with actual goal achievement,
we're in troublethe annual budget for your organization. Somebody decides how much to spend on each major organizational element. When they do, they're assigning a value to each organizational element's "budget" attribute. But that isn't the end of the budget process. Budgets must be monitored. When they prove to be too low, or too high, interventions are required. That's hard work. Setting the budget is just the beginning. The same can be said for schedules and strategies.
What's so seductive about naming things, or setting the values of their attributes, or even merely understanding the naming work someone else has done, is that when we do it, we do experience a disproportionate sense of getting something done, however illusory that sense might be. My hope is that your having read this little essay will help you recognize that sense of satisfaction as the joy that comes — in part — from the Nominal Fallacy.
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More articles on Rhetorical Fallacies:
- The Fallacy of the False Cause
- Although we sometimes make decisions with incomplete information, we do the best we can, given what
we know. Sometimes, we make wrong decisions not because we have incomplete information, but because
we make mistakes in how we reason about the information we do have.
- When we steer the discussion away from issues to attack the credibility, motives, or character of our
debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical,
and it leads to bad, expensive decisions that we'll probably regret.
- The Fallacy of Composition
- Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either
intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition
is one of the more subtle fallacies, which makes it especially dangerous.
- The Reification Error and Performance Management
- Just as real concrete objects have attributes, so do abstract concepts, or constructs. But attempting
to measure the attributes of constructs as if they were the attributes of real objects is an example
of the reification error. In performance management, committing this error leads to unexpected and unwanted
- The Halo Effect
- The Halo Effect is a cognitive bias that causes our evaluation of people, concepts, or objects to be
influenced by our perceptions of one attribute of those people, concepts, or objects. It can lead us
to make significant errors of judgment.
Forthcoming issues of Point Lookout
- Coming February 28: Narcissistic Behavior at Work: I
- Briefly, when people exhibit narcissistic behavior they're engaging in activity that systematically places their own interests and welfare ahead of the interests and welfare of anyone or anything else. It's behavior that threatens the welfare of the organization and everyone employed there. Available here and by RSS on February 28.
- And on March 7: Narcissistic Behavior at Work: II
- Narcissistic behavior at work threatens the enterprise. People who behave narcissistically systematically place their own interests and welfare ahead of anyone or anything else. In this Part II of the series we consider the narcissistic preoccupation with superiority fantasies. Available here and by RSS on March 7.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.