Jargon in Organizations
Every field has jargon, and most organizations have their own jargon too. Jargon (specialized terminology) arises naturally when language is needed to discuss specific things or specific aspects of things. Human conversation is pretty amazing - we have the ability to understand one another even when the words used are creative or symbolic. In many cases where people lack specific words for something we find important, humans find proxy language that works well enough to support the conversation.
Because jargon supports detailed conversation when there are not precise terms available, I think jargon is necessary. It's important to have those conversations about finer points of things, especially in a work environment. Putting aside what I think, jargon happens, and it happens often! Consider any close working or tight knit group you have been part of and you can probably recall specific language your group developed to talk about things they found interesting or important.
But while jargon supports conversation and can bring people together, it can also alienate people. The danger of using jargon is that is can create an in-group/out-group situation where those who understand the jargon and can speak it are part of the in-group and those who are not familiar with the jargon feel alienated.
In-Group/Out-Group Effect
The effect has been studied as part of Social Identity Theory, which says that humans as naturally communal creatures derive some of their self-concept from the groups or communities they belong to. The in-group/out-group effect is a very old part of human psychology, and long ago was probably valuable for basic survival. This effect occurs when a person divides individuals into those that are a part of their group and those who are "other". The division can be based on many characteristics, including beliefs and ideas.
Once a person starts to feel there is an in-group and an out-group, it may affect their behavior within organizations. Social Identity Theory suggests this is because there is a need to view the group you are part of as better than the group you are not part of, in order to support your own self esteem. Research has demonstrated a tendency to show favoritism, cooperation, and support to those perceived as in-group members. This effect can even lead to conflict between groups.
The good news is that in-group/out-group effect can be mitigated with strategies that combat or challenge the sense of difference.
Combating In-Group/Out-Group Effect
I believe this effect is one of the most common forms of unintentional exclusion in work environments. I have observed that use of jargon can contribute to this effect when some people know the meaning of terms and others do not.
If you recall the beginning of this post, I said some pretty positive things about jargon. It's useful in work situations. Therefore, I'm not suggesting that managers or work groups try to eliminate all jargon or specific terminology from the work environment. Rather, I suggest that managers and work groups observe the ways that they use jargon to create an environment of inclusion and minimize the in-group/out-group effect.
If your interest is piqued, try this simple exercise.
First, think about some of the jargon or specific terms that are used in your workplace or work group. Come up with 4 or 5 and write them down. Think about whether you could specifically define each or whether you have a general understanding of the meaning.
Now keep your list handy (on your phone, on a Post-it note) and spend two weeks observing when and where you hear those terms being used. Make some notes. Who uses the terms most and what is their rank or level in the organization? Are there some people who never seem to use those terms? Are the terms used in meetings? Are they used in one-on-one conversations? Are they more clearly defined when found in reports or documents, and if so who has access to those documents?
Note whether there are times when someone speaks one of the terms on your list, and you notice that some people seem to understand while others seem uncertain. Are there times when you observe some people using the terms, and others are present but being talked past? Are there times when the use of the terms makes some people uncomfortable?
After observing for a couple weeks, you might have concerns that the use of jargon is working against inclusion in your work environment. Now consider whether you wish to mitigate the negative effects with some small, simple strategies. Experts recommend that the in-group/out-group effect can be mitigated by encouraging shared understanding, focusing on common goals across sub-groups, and fostering shared identity across sub-groups. So let's do just that.
But first a quick note: I do NOT recommend that you immediately tell everyone they are working against inclusion with the terms they use during meetings. Unless you are the big boss, and then perhaps you want to take responsibility that you allowed it to happen. Jumping in with criticism isn't likely to solve the issue. Think of ways you can gently model the use of jargon that includes rather than excludes.
1. The first recommendation from experts is to encourage a shared understanding.
Are there ways you can make definitions or explanations of terms available to work group members? Perhaps there is a department portal page where you can list a few terms in a glossary. If that is easily accessible on a portal page, others can quietly look up the terms whenever they wish and feel more knowledgeable.
2. The second recommendation from experts is to focus on common goals across any sub groups.
How does the jargon used in your workplace reflect the organization's purpose or culture? How does the use of specific terms support the mission of the organization or your department? By tying the terms to important documents and processes, then to the higher purpose, you can create inclusion by ensuring that more people understand why specific language is valued.
3. The third recommendation from experts is to foster shared identity across sub-groups.
Perhaps you could start by speaking up (if you feel comfortable) when you don't know a term. The simple act of admitting you're not clear on certain terms can make people feel less "other" if they also don't know. Also, create coalition - maybe you could get another colleague on board if you are explicit about your purpose. The coalition can include people who are feeling more insider and people who are feeling more outsider, breaking down that artificial barrier. And say inclusion out loud! A friendly team of people talking about inclusion can build positive momentum.
Who Will You Advocate For?
In the section about the observing exercise I mentioned people that are talked past, and I want to circle back to that for a moment. I have seen this occur fairly often to team members who are on the lower end of the organizational hierarchy. Most often I have seen someone talking past administrative assistants, interns, temporary workers, or the newest employees.
Have you witnessed this in your work environment? What is your take - is this just how it goes or is this an exclusion effect that you wish to mitigate? Are you willing to make some effort to prevent this situation? This particular example might be more of a challenge, and you might put yourself more at risk to work against it, since some people embrace the hierarchy and are less likely to advocate for those with lower organizational status. Give it some thought and maybe talk to a trusted colleague - where are the limits of what you're willing to do for inclusion?
Conclusion
Unfortunately, it's easy to exclude people unintentionally even when you value inclusion. There are a hundred small ways that people get excluded and many of them seem innocuous. It takes vigilance and effort, not just intention, to build towards inclusion in the work environment.
Diversity Equity and Inclusion work doesn't have to be extensive and fancy. It doesn't need five years of grand planning before actions are taken. An organization can start making a difference towards inclusion by looking at the most common ways they create everyday obstacles and working to remove or decrease those obstacles. Jargon, or specialized terminology, that excludes some people in the work environment might be an example of an obstacle in your workplace that can be turned around to support inclusion.
© 2023 Eight Ninety Consulting, LLC
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