The
Evolution of Business-Speak
The
way we talk about work has changed a lot as the types of jobs that we
perform and the spaces in which we do them have changed. Just as the
modern office would be a foreign world to a factory worker from the
early industrial revolution, or to a craftsperson with a home
workshop from an even earlier age, so would the
language we use in the workplace today sound like it came
from another country.
Cogs
in the Machine
Industry
was booming in the early 20th century. Factories were built and
assembly lines devised where workers could each focus on a single,
specific task. Mechanization and scientific thinking were the keys to
boosting productivity, and whole companies, and the people who worked
for them, were often thought of in terms of the well-oiled machine,
working together towards a single purpose. The language of business,
shaped by scientifically driven managers like
Frederick Winslow Taylor, began to focus on maximized efficiency,
accuracy, and production.
Cells
in the Organism
The
vision of the workplace and its workers as a machine began to change
in the 1920s, when the metaphors used about the workplace took on a
more biological theme. People began to talk about it as a living
organism, rather than a machine. This shift in language was coupled
with a growing interest in the psychology of the workplace and
initiatives at places like the Hawthorne Works to create an
environment where workers would be happier and therefore more
productive. Terms like alienation, absenteeism and turnover became
common.
A
Corporate Culture
Another
shift took place after the Second World War, when there was an
upsurge of interest in the sociology of the workplace. It coincided
with many upheavals in the workplace, and in wider society, not only
because of the direct effects of the war, but also because of the
changing status of working women and the creation of massive new
corporations created by the many mergers of the 1950s. Individual
employees no longer had a close connection to the companies they
worked for, and were unlikely ever to meet the people who ran them.
Managers needed to find a way to keep workers loyal, satisfied, and
productive. To do this, they created a way of speaking about work
that we still use today.
The
concept of organizational or corporate culture began to be used at
this time in order to talk about the way people interacted with each
other at work. The goal of theories developed at business schools
like MIT was to create happier workers who would feel connected to
their colleagues and employers, and who would therefore work harder,
and language was often at the heart of the cultures that were being
built. Influential consultants like Peter Drucker convinced companies
to see their employees as valuable resources, and to
value them as knowledge workers for what they knew not just
what they made. Rather than focusing on coercing reluctant workers
into doing their jobs, managers began to talk about self-motivated
workers who could be trusted to do their best and who would be driven
by their own self-actualization, a term popularized in the 1960s by
Maslow. However, people were still being described as resources, and
all of this talk about personal fulfillment was aimed at increasing
productivity.
This
hidden focus on productivity came back to the forefront of
office-speak during the 1980s, when the influence of Wall Street,
management consultants and business schools began
to be felt throughout the business world. Business terms became
more aggressive and economically focused, with ideas such as
leveraging, optionality, and the value-add becoming common. The terms
used to describe getting rid of staff also proliferated, ranging from
simple terms such as letting people go to more opaque terms such as
streamlining and increasing operational efficiency. The focus was
often on managing human "resources" to maximise efficiency.
Working
in a Computer
Although
many of these terms remain familiar to workers and managers today,
more recent changes in the workplace have also had an impact on the
way we talk about work. The spread of technology had a particularly
dramatic impact, leading to people talking about workplaces as
computers, just as they had once spoken of them as machines or living
creatures. Terms such as bandwidth, hack, and multitask have spread
out from technological firms, and along with the language, there has
been a shift in our working cultures.
The
focus has shifted back towards individual fulfillment,
promoting innovation,
creativity and disruptive ideas over conformity and
productivity. The language used to talk about work has become more
emotional, with people discussing their vision, values, passion, and
energy. This focus on creating people whose jobs are their passions
has even led managers to begin using words that were once more
closely associated with spiritual concerns. One of the most recent
buzzwords to spread through the business world is mindfulness, which
has made its way from meditation, through
psychology and medicine, and into the workplace. Big companies
like Google have introduced mindfulness and meditation into
their offices, where it is promoted as the key to productivity,
job satisfaction and creativity.
Self-actualization
is back at the heart of management-speak, although the goal is still
to create a productive business, just as it was in the 1920s and
1960s, when other terms were used to encourage workers to enjoy their
jobs. This time, it has been assisted by the spread of social media
and the greater mobility that people experience in their working
lives, with many workers grasping on to the idea of seeking their
passion and creating their
own personal brand to promote. Business-speak is not just a
tool used by managers to create happy, productive workers, but also
by individuals who want to work the system to their own advantage.
Bibliography:
1.
PBS Biography of Frederick
Winslow Taylor
2. Harvard Business School explores The Hawthorne Effect
3. MIT’s Theory X and Y and Organizational Development
4. Maslow’s Theory of Human Motivation
5. The Economist on Peter Drucker: Trusting the teacher in the grey-flannel suit
6. The New Yorker on Creativity Creep
2. Harvard Business School explores The Hawthorne Effect
3. MIT’s Theory X and Y and Organizational Development
4. Maslow’s Theory of Human Motivation
5. The Economist on Peter Drucker: Trusting the teacher in the grey-flannel suit
6. The New Yorker on Creativity Creep