Chief Learning Officer - August 2006 - (Page 52)
CO0806.qxd 7/19/06 10:32 AM Page 52 general left business intelligence Why
Businesspeople Jack J. Phillips T h e s e days, t h e r e is tremendous
focus on speaking plain English a n d avoiding jargon that can leave the
audience completely baffled. A l t h o u g h this is a challenge in almost
any occupation, i t is certainly a serious problem in our own profession.
Enron's performance in 2000 was a success by any meas- There has probably
been no article more devastating to the ure, as we continued to
outdistance the competition and human resources profession than one that
appeared in the solidify our leadership in each of our major businesses.
We August 2005 issue of Fast Company magazine. In this arti- have robust
networks of strategic assets that we own or cle, Why We Hate HR, author
Keith H. Hammonds have contractual access to, which give us greater
flexibility described the many serious problems facing the HR profes- and
speed to reliably deliver widespread logistical solutions. sion. Among
those was our love of and infatuation with ... We have metamorphosed from
an asset-based pipeline terms, phrases and communication that seem to make
little and power generating company to a marketing and logis- sense to
anyone. In this article, the writer describes a pres- tics company whose
biggest assets are its well-established entation at a major conference.
The presentation, From business approach and its innovative people.
Technicians to Consultants: How to Transform Your HR Staff Into Strategic
Business Partners, focused on issues Obviously, this is difficult to
understand. This trend in that were both puzzling and confusing. The
presenter talked foggy writing led the authors of this book to conduct an
about internal action learning and being more planful in experiment. They
set up a research shop of sorts at a my approach. She described
initiatives in performance Starbucks location, where they asked customers
to view management, organizational design and horizontal-solu- one of two
actual company writing samples. One sample tions teams. The presenter also
discussed leveraging inter- was written in straight and clear language, and
the other nal resources and involving external resources. The presen- was
typical corporate speak such as the example above tation left the audience
dazed. That evening as the author from Enron. They asked the same people to
select, from a mingled with the other HR pros, they all agreed that they
list of 30 common psychological traits 15 good and 15 didn't understand
much of the presentation either. bad , which traits they would associate
with each source. Not surprisingly, the audience didn't like the bull
sample. Unfortunately, our profession has latched onto too much Obnoxious
and rude were two of the four traits they jargon, often leaving many of
our strongest supporters in assigned to the bull excerpt. Other bad traits
associated the management team wondering what we're saying, and with the
bull passage were stubborn and unreliable. None even what we're doing. But
help is on the way in the form of the 15 good traits were associated with
the bull example. of books and even software. Yes, software software that
was announced on CNN's Moneyline with Lou Dobbs. The straight-talking
example fared much better, with five According to Dobbs, A new software
program sends a of the good traits likable, energetic, friendly, inspiring
clear message to corporate America: Cut out the bull. and enthusiastic
positively correlated with straight talk. New York-based Deloitte
Consulting admits it helped fos- August 2006 ter confusing, indecipherable
words like `synergy,' `para- One reason why business people speak like
idiots is that digm' and `extensible repository,' but now has decided they
use 50-cent words to make a five-cent point, the enough is enough. The
company has released `Bullfighter' authors proclaim. That's why we say
things such as initi- I www.clomedia.com I Chief Learning Officer to help
writers of business documents avoid jargon and ate project action plan
rather than let's get started. We use clear language. fear that
straightforward language might make us look dumb. The Starbucks study
showed just the opposite. In addition, a team from Deloitte has written an
impor- Intelligent and educated were two of the 30 traits studied. tant
business book, Why Business People Speak Like The study showed there was
no statistical difference Idiots: A Bullfighter's Guide. This major book
gets at the between the straight-talk sample and the bull sample on heart
of jargon, wordiness and evasiveness, which the these two traits. Thus
there is no payoff for verbosity. authors characterize as active
ingredients in modern busi- ness-speak. Consider, for example, this
excerpt from The long sentences we use are also culprits. In the 1940s,
researcher Dr. Rudolph Flesch developed a document Enron's 2000 annual
report: 52
http://www.clomedia.com
Table of Contents for the Digital Edition of Chief Learning Officer - August 2006
Editor's Letter
Table of Contents
Trends
Effectiveness
Taking the Lead
Best Practices
Learning Solutions
In Practice - U.S. GAO
Environment
In Practice - Army National Guard
CLO Profile
Productivity
In Practice - PerkinElmer
Case Study
Human Capital
In Practice - Countrywide Financial Corp
Tactics
In Practice - Siebel
Business Intelligence
Advertiser's Index
Editorial Resources
In Conclusion
Chief Learning Officer - August 2006
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