learning "office-speak" -- 10/01/15
Today's encore selection -- from Officespeak: The Win-Win Guide to Touching Base, Getting the Ball Rolling, and Thinking Inside the Box by David Martin. If you happen to work for a large company or other bureaucracy you'll need to know the subtleties of 'officespeak':
"[We now want to address] the technical aspects of officespeak, such as passive voice, circular reasoning, and rhetorical questions. These are the nuts and bolts of the Rube Goldberg contraption that is the language of the office. Obscurity, vagueness, and a noncommittal stance on everything define the essence of officespeak. No one wants to come out and say what they really think. It is much safer for the company and those up top to constantly cloak their language in order to hide how much they do know or, just as often, how much they don't know. ...
"Passive voice: The bread and butter of press releases and official statements. For those who have forgotten their basic grammar, a sentence in the passive voice does not have an active verb. Thus, no one can take the blame for 'doing' something, since nothing, grammatically speaking has been done by anybody. Using the passive voice takes the emphasis off yourself (or the company). Here [is an] example of how the passive voice can render any situation guiltless:
'Five hundred employees were laid off.' (Not 'The company laid off five hundred employees,' or even worse, 'I laid off five hundred employees.' These layoffs occurred in a netherworld of displaced blame, in which the company and the individual are miraculously absent from the picture.) ...
"Circular reasoning: Another favorite when it comes time to deliver bad news. In circular reasoning, a problem is posited and a reason is given. Except that, the reason is basically just a rewording of the problem. Pretty nifty. Here are some examples to better explain:
'Our profits are down because of [a decrease in revenues].'
'People were laid off because there was a surplus of workers.' ...
"Rhetorical questions: The questions that ask for no answers. So why even ask the question? Because it makes it seem as though the listener is participating in a true dialogue. When your boss asks 'Who's staying late tonight?' you know he really means 'Anyone who wants to keep their job will work late.' Still there's that split second when you think you have a say in the matter when you believe your opinion counts. Only to be reminded yet again that no one cares what you think. ...
"Hollow statements: The second cousin of circular reasoning. Hollow statements make it seem as though something positive is happening (such as better profits or increased market share), but they lack any proof to support the claim.
'Our company is performing better than it looks.'
'Once productivity increases so will profits.' ...
"They and them: Pronouns used to refer to the high-level management that no one has ever met, only heard whispers about. 'They' are faceless and often nameless. And their decisions render those beneath them impotent to change anything. 'They' fire people, 'they' freeze wages, 'they' make your life a living hell. It's not your boss who is responsible -- he would love to reverse all these directives if he could. But you see his hands are tied.
'I'd love to give you that raise, you know I would. But they're the ones in charge.'
'Okay, gang, bad news, no more cargo shorts allowed. Hey, I love the casual look, but they hate it.' ...
"Obfuscation: A tendency to obscure, darken, or stupefy. The primary goal of the above techniques is, in the end, obfuscation. Whether it's by means of the methods outlined above or by injecting jargon-heavy phrases into sentences, corporations want to make their motives and actions as difficult to comprehend as possible."
|Officespeak: The Win-Win Guide to Touching Base, Getting the Ball Rolling, and Thinking Inside the Box|
|Simon Spotlight Entertainment|
|Copyright 2005 by David Martin|