Differences that make a difference: Change the world of work with words
Words can blind us. Or they can make us see
We are not quite aware that the words we use are loaded with meaning – at least most of the time. It makes a hell of a difference whether we are talking about teaching or learning. About goals or direction. About feedback or dialogue. Here are 47 differences that make a difference for how we perceive the world we live in, and that are capable of changing the world of work.
If you do not distinguish between education and training, you will only see costs.
If you do not distinguish between practicing and cramming, you will only see effort.
If you do not distinguish between knowledge and mastery, you will only see competence.
If you do not distinguish between errors and mistakes, you will only see failure.
If you do not distinguish between docility and wisdom, you will only see arrogance.
If you do not distinguish between experience and insight, you will only see age.
If you do not distinguish between trainings and training, you will only see instruction.
If you do not distinguish between teaching and learning, you will only see lecturing.
If you do not distinguish between training and learning, you will only see teachers.
If you do not distinguish between personnel development and development, you will only see programming.
If you do not distinguish between targets and direction, you will only see appraisal.
If you do not distinguish between measurement and reality, you will only see surfaces.
If you do not distinguish between culture and systems, you will only see shadow plays.
If you do not distinguish between intentions and strategies, you will only see planning.
If you do not distinguish between steering and leadership, you will only see hierarchy.
If you do not distinguish between leading and leadership, you will only see managing.
If you do not distinguish between self-organization and laissez-faire, you will only see chaos.
If you do not distinguish between self-management and self-organization, you will only see guilt.
If you do not distinguish between guard rails and creating conditions, you will only see commands.
If you do not distinguish between trusting and confiding, you will only see risk.
If you do not distinguish between complicated and complex, you will only see problems.
If you do not distinguish between motivation and motivating, you will only see carrots and sticks.
If you do not distinguish between people and behavior, you will only see resistance.
If you do not distinguish between planning and preparation, you will only see activity.
If you do not distinguish between delegating and decentralizing, you will only see dependency.
If you do not distinguish between autonomy and freedom, you will only see anarchy.
If you do not distinguish between a group and a team, you will only see crowds.
If you do not distinguish between responsibility and accountability, you will only see irresponsibility.
If you do not distinguish between top-down and outside-in, you will only see centralization.
If you do not distinguish between alignment and agreement, you will only see subservience.
If you do not distinguish between roles and positions, you will only see activity.
If you do not distinguish between equality and fairness, you will only see neediness.
If you do not distinguish between intervention and change, you will only see misery.
If you do not distinguish between ideas and innovation, you will only see hype.
If you do not distinguish between incentives and profit sharing, you will only see donkeys.
If you do not distinguish between machine intelligence and human intelligence, you will only see dangerous robots.
If you do not distinguish between digitalization and progress, you will only see tech funding.
If you do not distinguish between content and self-promotion, you will only see propaganda.
If you do not distinguish between consultation and exculpation, you will only see discouragement.
If you do not distinguish between analysis and understanding, you will only see blaming.
If you do not differentiate between wanting and managing, you will only see bureaucracy.
If you do not differentiate between feedback and dialogue, you will only see helplessness.
If you do not distinguish between socializing and announcing, you will only see coercion.
If you do not distinguish between change and intervention, you will only see symptoms.
If you do not distinguish between invitation and instruction, you will only see change management.
If you do not distinguish between managers and management, you will only see culprits.
If you do not distinguish between alpha and beta, you will only see optimization.
About Niels
Niels Pflaeging is founder of the BetaCodex Network and co-founder of Red42, an innovation-centric start-up on the fringe of organizational development and Learning & Development (L&D). Niels is the author of 11 books, several of which, OpenSpace Beta (2018) and the best-seller Organize for Complexity (2014), are available in English. Together with Silke Hermann, Niels is the creator of concepts such as Org Physics and Change-as-Flipping, and of social technologies OpenSpace Beta, Cell Structure Design. Niels is also co-founder of qomenius, an EdTech firm. As an advisor, speaker and author, Niels earned a reputation as a highly progressive business thinker and innovator.
Reading this list is like doing cross-fit for the mind!