Noncommittal language harms corporate culture in hospitals

Sowadays, both superiors and their subordinates move in an environment characterized by buzzwords, empty phrases and foreign words. At the latest when expectations are not met, it becomes clear that people are talking past each other. Conflicts then arise, which the higher-ranking person usually wins. Such a process does not serve the cause and is neither conducive nor trust-building for further cooperation. But it shapes the corporate culture and is often the cause of blockades.

Language: An element of corporate culture

Problems always begin in the mind, and since we basically have an inner fear of not being recognized or of failing, we first express ourselves noncommittally, then concretely. The better we have learned this, the easier we find excuses and blame. This is our protective mechanism. We probably process our own mistakes with this habit, but in the end we don't feel good about it. For our relationships and our working environment, however, such behavior is a hindrance and complicates everyday life. A corporate culture is influenced by many factors. An effective instrument for shaping it is our language and the way we express ourselves. Regardless of current fashion trends, managers themselves should strive to use language that is understandable and in keeping with their nature, and should ask those around them to do the same.

Hiding behind ambiguities

Language and expression also have something to do with rituals. In every conversation, a message is confirmed with a yes, no, nod or shake of the head. Those who are dishonest in this ritual contribute significantly to supporting unclear expressions.

Hospitals where very little is said about mistakes and shortcomings live a culture of repression. Their language is quiet, friendly, but noncommittal. Hospitals in which mistakes are seen as a challenge and discussed, on the other hand, live a corporate culture of openness and clarification. Their language is lively, direct and trust-building.

Imprecise language opens up many opportunities for superiors to evade responsibility. This behaviour is adequate if the mission statement and leadership principles are also formulated imprecisely. This can be seen in the following examples:

• Naming everything matter-of-factly and avoiding "I" messages indicates an intention to leave work in "free space" until volunteers take pity or feel compelled to do it.
• Sanctions are rarely imposed in everyday business. Corporate Governance, Code of Conduct, Corporate Social Responsibility are mostly drafted in such a way that they are like a threat as part of an employment relationship, but have too little effect in the violations because the room for interpretation is too large.
• Non-binding language allows for injustice. The lower the hierarchy (lower the rank), the stricter the interpretation of rule violations. E.g., stealing cash from the cafeteria register usually results in immediate termination, regardless of the reason. A CEO, on the other hand, who was first exposed for his sexual assaults by a whistleblower, leaves the company with a golden parachute, claiming that he "wants to take on new challenges".

None of these examples are on the wish list of corporate cultures. Only the imprecise written version of the framework conditions and the non-binding interaction with each other allow this attitude and these situations to arise. If it is precise, commitment arises. If it is imprecise, arbitrariness arises.

How to respond to non-commitment?

A common example is the lack of decisiveness of superiors who squirm and often do not commit. In precisely these cases, how, where, when questions are not helpful. A matter must then be formulated in such a way that a yes or no answer must be given. This approach creates an attitude that promotes efficiency and economy to an unimagined extent.

Supervisors who do not take the time to formulate assignments precisely act unfairly because subordinates can never achieve satisfactory results with unclear objectives. Criticism of the boss, in such circumstances, is demoralizing.

Imprecise language opens up many opportunities for supervisors to avoid responsibility.

The following are pointers that seek to shape culture with commitment, for example:

• Documents must be written in such a way that everyone understands them.
• Foreign words should be avoided because they can be interpreted differently.
• Service descriptions should be described with precise promises so that they can be measured.
• Employees should be required to do what is feasible in order to achieve success in small steps.
• Announced sanctions should be implemented, even if they are emotionally unpleasant.
• Mistakes should be admitted before others discover them.
• The information culture should be clear, timely and appropriate to the level.

Companies that want to be measured by their promises and performance are always clear in the expression of their objectives. Precise language arises from precision of thought. It promotes the awareness of self-responsibility for one's own identity. This applies both to the individual and to a community, which should be reflected in a corporate culture.