Most of the literature isn’t very interesting or meaningful to me (this is simply a matter of preference); and some of it might be interesting or meaningful but I am unable to tell. Why? Because the language of economists is often – not always, certainly, but often – deeply obtuse. Now, again, this is my problem, having to do with my preferences and my skills. Research economists, like most academics, are writing for their peers, not the laity. And as much I might like their research to be written in plainer English .
Very true, more often than not great piece of work continues to languish because in fails to connect to people it intends to reach. It’s not just true in case of academics, but even in organizations ,people fail to establish connect with others simply because of the fact that they use too many jargons and make simple facts look really daunting.
Studies suggest that jargon could create a barrier between managers and their teams. Around 54% of employees questioned to mark the fifteenth anniversary of best practice accreditation body Investors in People (IIP) had a low opinion of colleagues who use management jargon.
Six out of 10 employees said they would prefer no jargon at all at work, yet 39% said its use was on the rise.
Commenting on the findings, released today on the first day of 'Investors in People Week', IIP director Nicola Clark, said: "The research gives bosses an invaluable insight into the impact of management jargon on the workplace. While it can be useful shorthand at times, managers need to be more alert to when and how they use it."
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