Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 2, Issue 41;   October 9, 2002: When Naming Hurts

When Naming Hurts

by

One of our great strengths as Humans is our ability to name things. Naming empowers us by helping us think about and communicate complex ideas. But naming has a dark side, too. We use naming to oversimplify, to denigrate, to disempower, and even to dehumanize. When we abuse this tool, we hurt our companies, our colleagues, and ourselves.

They'd been at it for an hour, and Chuck was convinced that agreement was still out of reach. Geoff and the people from Diamond Square wanted to ship immediately and deal with any remaining problems in the field. Chuck and everyone else wanted to spend a little more time finding out how bad the problems were, and then make a more careful go/no-go decision. So the meeting was stuck.

Cheese and crackersChuck offered an idea: "Why don't we all take a break and return at half past? Maybe get a bite to eat and if we come back refreshed, we might find a compromise."

Geoff quickly replied, "Not on your life. I've had enough dithering and stalling. Let's keep going until we decide."

By labeling Chuck's suggestion "dithering" and "stalling," Geoff hoped to devalue the idea. He used the power of naming not to advance the group's effort to resolve its differences, but to characterize Geoff's suggestion so as to devalue it. If he wins his point by attaching a one-dimensional name to the rich, open-ended tactic of taking a break, the team could be deprived of a possibly fruitful resolution of its impasse.

Abusive naming
tactics are
surprisingly common
Sometimes, naming hurts.

And it's a tactic that many abuse. Over the next week, you can take an inventory of naming tactics in your organization. Once you start watching for name abuse, you'll be surprised at how common it is, and you'll be less likely to do it yourself.

Here are some typical examples of naming that can hurt.

Analysis paralysis
This name can end thinking and discussion when used like this: "Let's not get stuck in analysis paralysis." Another favorite term is "over-analysis."
Rushing and haste
By calling the resolution to act "rushing" we can halt action: "Let's not rush into this." Another form: "Let's not be so hasty."
Bureaucratic micromanaging
Labeling regulation and controls as bureaucratic micromanaging can cause an organization to abandon responsible and necessary controls. Not all controls are bureaucratic. Not all management is micromanagement.
Human capital, Human resources
By using the same name for people as we use for trucks or copy paper, we dehumanize the people. This makes it easier for us to make decisions that trouble us morally or ethically. If you call people "people" you're more likely to take your own values into account.

Labeling someone's ideas or behaviors, as Geoff did above, can be especially destructive, because we can hear the label as if it were applied to us personally, rather than to our ideas or behavior. Anger and defensiveness can follow. If you notice someone using these tactics on you, inhale, then exhale, and only then respond. Reminding yourself of your own humanity helps you forgive the namer and deflect the name. Go to top Top  Next issue: Commitment Makes It Easier  Next Issue

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

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More articles on Emotions at Work:

Conflict Haiku
When tempers flare, or tension fills the air, many of us contribute to the stew, often without realizing that we do. Here are some haiku that describe some of the many stances we choose that can lead groups into tangles, or let those tangles persist once they form.
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Getting home from work is far more than a question of transportation. What can we do to come home totally — to move not only our bodies, but our minds and our spirits from work to home?
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The regard we have for others as people is sometimes influenced by the regard we have for the work they do. Confusing the two is a dangerous error.
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Much is known about scope creep, but it nevertheless occurs with such alarming frequency that in some organizations, it's a certainty. Perhaps what keeps us from controlling it better is that its causes can't be addressed with management methodology. Its causes might be, in part, psychological.
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When considering whether to exploit a rare but desirable opportunity, there is a risk that desire can overcome good sense. Having at hand a predefined framework for making such decisions reduces the risk of blundering by acting in haste.

See also Emotions at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

Lifeboats on board the FS Scandinavia, May 2006Coming December 13: Contrary Indicators of Psychological Safety: I
To take the risks that learning and practicing new ways require, we all need a sense that trial-and-error approaches are safe. Organizations seeking to improve processes would do well to begin by assessing their level of psychological safety. Available here and by RSS on December 13.
A beekeeper at work, wearing safety equipmentAnd on December 20: Contrary Indicators of Psychological Safety: II
When we begin using new tools or processes, we make mistakes. Practice is the cure, but practice can be scary if the grace period for early mistakes is too short. For teams adopting new methods, psychological safety is a fundamental component of success. Available here and by RSS on December 20.

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