Language (part of communications)

Introduction

Language can influence thinking on simple things like distinguishing colours and handling demanding tasks like remembering a verbal discussion.

Thinking is now thought to be a collection of linguistic and non-linguistic processes where language plays an important role.

Language helps us create knowledge and construct reality.

There are estimated to be around 7,000 different languages:

“…Each provides its own cognitive toolkit and encapsulates the knowledge and worldview developed over 1,000s of years within a culture. Each contains a way of perceiving, categorising and making meaning in the world, an invaluable guide…”

Lera Boroditsky, 2011

The importance of language

1. Language Frames Perception

• Creates meaning (how you describe the change influences whether it’s seen as an opportunity, a threat, or just another task.)
• Sets the tone (positive, inclusive and transparent language can make people feel valued and involved; jargon-heavy or negative language can alienate.)
• Manages expectations (precise wording avoids misunderstandings about timelines, impacts or responsibilities.)

Example: Saying “We’re evolving our processes to serve our customers better” is more engaging than “We’re restructuring operations.”

2. Builds Trust and Credibility

• Consistency matters (repeating clear, consistent messages across channels reassures people that leadership is aligned.)
• Honesty builds trust (avoid ‘sugar-coating’ difficult news; acknowledge challenges openly while showing a path forward.)
• Clarity reduces rumours (ambiguity in language fuels rumours; plain language reduces speculation, misinformation, etc.)

3. Reduces Resistance to Change

• Acknowledges emotions (words that validate people’s concerns, ie ‘we understand this is a big shift’ show empathy.)
• Focuses on benefits (using ‘gain’ language, ie ‘what we’ll achieve together’ rather than ‘loss’ language; this helps reframe resistance.)
• Invites participation (collaborative language, ie ‘we’, ‘together’, ’your input’ makes change feel co-owned.)

4. Shapes Organisational Culture During Change

• Reinforces values (use language that reflects the organisation’s mission and values; this keeps cultural anchors in place.)
• Introduces new norms (new terminology can signal shifts in mindset, eg moving from ‘supervisors’ to ‘coaches’).
• Storytelling builds connection (narratives about why the change matters make abstract goals feel real.)

5. Improves Engagement and Alignment

• Inclusive language (recognises diverse audiences and makes everyone feel part of the journey, ie use ‘we’ rather than ‘you’.)
• Active vs. passive (active voice inspires action, ie ‘We will implement’, while passive voice can feel distant, ie ‘It will be implemented’.)
• Simplifies complexity (translating strategy into everyday terms ensures alignment across all levels.)