Two of the things that make English so robust are its flexibility and its capability to develop. Sadly, those self same two attributes also lend themselves to the creation of jargon. In this context, jargon simply refers back to the terms that arise around a given profession as it develops. Lingo, in and of itself, isnot a bad thing. It has valid purposes. However, when organization change is on the slate, jargon can accidentally lead to the development of fake expectations.
Take change management as a term that could be considered jargon. When an individual that’s running an organization change project talks about bringing in a change management professional, they surely have a particular meaning in mind. They likely expect to hire on a person who will help to organize and explain specific alterations to an organization structure. This isn’t aunreasonable presumption on their part.
Now, as the organization change project takes shape, maybe some of the middle bosses are having trouble coping personally with the changes that are underway and it’s slowing up the organization change process. The project leader is asked to elucidate to their superior what’s holding up the project. What occurs, after explaining the situation with the middle managers, when the project leader’s superior says, I thought you were going to hire somebody to handle these change issues, werenot you?
This would be a straightforward, if rather far fetched, illustration showing how lingo can make a fake expectation. The project leader had one idea about the job of a change management pro re the organization change project. The person’s superior had a totally different idea about what role a change management pro was anticipated to satisfy. Both had working definitions for the jargon change management professional, but they never discussed what it meant respectively.
For more information, please see our website: Organization Change
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