Leadership and social status at work depend, in part, on how we use language. Being clever and evoking powerful imagery are two techniques that help to distinguish our own use of language. Because few of us are so clever and so facile with the language that we can create our own powerful imagery, we repeat what we've heard from others in our lives or in the media. Repeating something that's still fresh is probably helpful.
Repeating something that's no longer fresh is unhelpful. Notice that I avoided making a reference to the "sell-by date" of stale and overused linguistic forms. That term is itself an example of high-falutin' goofy talk.
Here's Part III of a list of phrases that are no longer fresh.
- Bite the bullet
- To "bite the bullet" is to finally take an action or make a decision that one would rather not.
- The term probably comes from a (possibly apocryphal) tale that in previous centuries, battlefield medical personnel who lacked anesthetic would ask their patients to clench a bullet in their teeth before they underwent painful surgeries, such as amputations. Is that really an image you want to evoke in your meetings?
- Drink the Kool-Aid
- To "drink the Kool-Aid" Few of us are so clever
and so facile with the
language that we can create
our own powerful imageryis to adopt whole-heartedly what one is told to believe. It is also a metaphor for extreme dedication to a cause despite the potential for self-destruction.
- Kool-Aid is a powder used to make a fruit drink. In November 1978, in a remote settlement in north Guyana that had been established by an American cult called the Peoples Temple, over 900 cult members committed suicide (some unknowingly, and some forcibly) by drinking a fruit punch made from Kool-Aid, cyanide, and prescription drugs. Is that really an image you want to evoke in your meetings?
- Think outside the box
- To "think outside the box" is to think unconventionally, creatively, or from a new perspective.
- This phrase is so heavily used that FastCompany has published an article about its use. [Kihn 1995] Its origin probably traces to management consultants in the 1970s or 1980s. If you're advocating "thinking outside the box," using a phrase as clichéd as this one tends to undercut your advocacy. Avoid it.
- Throw <someone> under the bus
- Now there's a gory image. To "throw someone under the bus" is to betray a friend, ally, colleague, subordinate, or supervisor for selfish reasons.
- This idiom is of relatively recent origin — less than 20 years, more or less, depending upon where you believe it began. Still, it has been so heavily used in mass media that using it in the workplace is of no advantage, and might even lower your social status.
- It's a win-win situation
- A win-win situation is one in which all participants receive benefits. If there is only one participant, then the implication is that all outcomes are favorable.
- The term is a play on either no-win or win-lose. Early in its usage, it was clever-sounding, because the latter two terms were so much more familiar that Win-win stood out — it seemed almost paradoxical. But by now it's so heavily used that the cleverness has worn off. Moreover, the term is often misused and misinterpreted as if it meant compromise. [McNary 2003] Avoid it.
- Take it to the next level
- To "take it to the next level" is to improve it in some significant way.
- The term probably is a reference to the level-oriented structure of most computer games, wherein players face successively more difficult challenges arranged in groups, or "levels." During the early days of computer games, using the term at work probably seemed clever. Today using the term is no longer clever, whether you work in the computer game industry or not.
A memorable feeling accompanies hearing these phrases for the first time. It can even be thrilling. We repeat these phrases ourselves, in part, to recreate that feeling. That might work somewhat at first. After a few repititions, though, it's a dubious strategy. First in this series Top Next Issue
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More articles on Effective Communication at Work:
- You and I
- In tense discussions, the language we use often contributes to the tension. If we can transform the
statements we make about each other into statements about ourselves, we can eliminate an important source
of tension and stress.
- Virtual Presentations
- Modern team efforts almost certainly involve teleconferences, and many teleconferences include presentations,
often augmented with video or graphics. Delivering these virtual presentations effectively requires
an approach tailored to the medium.
- Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest
adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely?
- Many "Stupid" Questions Aren't
- Occasionally someone asks a question that causes us to think, "Now that's a stupid question."
Rarely is that assessment correct. Knowing what alternatives are possible can help us respond more effectively
in the moment.
- The Risks of Rehearsals
- Rehearsing a conversation can be constructive. But when we're anxious about it, we can imagine how it
would unfold in ways that bias our perceptions. We risk deluding ourselves about possible outcomes,
and we might even experience stress unnecessarily.
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- Some of the lore about dealing with bullies at work isn't just wrong — it's harmful. It's harmful in the sense that applying it intensifies the bullying. Here are six insights that might help when devising strategies for dealing with bullies at work. Example: Letting yourself be bullied is not a thing. Available here and by RSS on March 6.
- And on March 13: On Anticipating Consequences
- Much of what goes wrong when we change systems to improve them falls into a category we call unanticipated consequences. Even when we lack models that can project these results accurately, morphological analysis that can help us avoid much misery. Available here and by RSS on March 13.
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