A Universal Standard for Care: Applying Jess's Rule to All Service Sectors

 

A Universal Standard for Care: Applying Jess's Rule to All Service Sectors

Jess's Rule, a new patient safety initiative in England, establishes a clear, proactive approach for healthcare professionals. Named in memory of Jessica Brady, who tragically passed away from cancer, it mandates a "three strikes and rethink" protocol for General Practitioners (GPs). This rule formalizes the critical practice of reconsidering a patient's case after three appointments for the same or similar unresolved symptoms. While it's designed for clinical settings, the core principle behind Jess's Rule—a commitment to re-evaluation and persistent problem-solving—is a powerful model that can and should be applied across every service industry.

The fundamental goal of this rule is to prevent avoidable harm by encouraging a pause, a re-assessment, and a push for a deeper solution when initial efforts fall short. This isn't just a clinical imperative; it's a universal principle of quality assurance and customer care. Whether you're a financial advisor, a software developer, a mechanic, or a customer service agent, you are responsible for delivering a service that meets a client's needs. When those needs aren't met on the first, second, or even third attempt, a new approach is essential. Adopting this framework can build trust, improve outcomes, and enhance service standards across the board.

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The Three-Step Rule to Rethink Service

To universalize this powerful concept, we can distill Jess's Rule into a simple, three-step framework that any service professional can follow.

1. Acknowledge and Track: When a client returns with the same or a similar issue for the third time, it's a signal. Do not treat it as a new, unrelated problem. Acknowledge the history and track the previous attempts to solve it. This shows the client that you're listening and that their issue's persistence is a priority.

2. Pause and Re-evaluate: Stop the standard process. Acknowledge that the initial approach is not working. This is the "rethink" stage of Jess's Rule. Instead of simply repeating the same troubleshooting steps, take a moment to re-evaluate the situation from a fresh perspective. What have we missed? Could there be an underlying problem we haven't considered? Consider bringing in a colleague for a fresh pair of eyes. This collaborative approach can often uncover solutions that were previously overlooked.

3. Escalate and Act: Once you have re-evaluated the situation, it's time to take decisive action. This might mean escalating the issue to a senior specialist, recommending a more comprehensive diagnostic check (like a full system audit instead of a quick fix), or pursuing a different solution altogether. The goal is to move beyond the superficial and address the root cause, ensuring the problem is resolved for good.

This three-step process is not about assigning blame; it's about building a culture of relentless problem-solving and accountability. It transforms a frustrating, repetitive cycle into a structured, proactive effort to deliver genuine value and prevent avoidable failures. Just as Jess's Rule seeks to save lives, a universal service rule can save time, money, and customer relationships, ultimately elevating standards for all.

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Why "The Superior Acts, the Subordinates Follow"

 

Why "The Superior Acts, the Subordinates Follow"

"上有所好，下必甚焉" (shàng yǒu suǒ hào, xià bì shèn yān) is a Chinese proverb that translates to "What the superior likes, the subordinates will like even more." From a social psychology perspective, this phenomenon is a powerful illustration of social influence, conformity, and leadership dynamics. It shows how the behavior, preferences, and attitudes of those in positions of power are often emulated—and even exaggerated—by their subordinates. This isn't just about simple imitation; it's a complex interplay of psychological drivers.

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The Social Psychology Behind the Proverb

The theory behind this proverb is rooted in several core social psychological principles:

1. Conformity and Social Norms: Humans have a strong desire to belong and fit in. When a leader or a person in a high-status position displays certain behaviors or preferences, they are essentially establishing a social norm. Subordinates observe this and conform to it to avoid social disapproval and gain acceptance. This is a form of informational social influence, where people look to others—especially those in authority—for guidance on how to behave correctly. It’s also normative social influence, where people conform to be liked and accepted by the group.

2. Reward and Punishment (Operant Conditioning): People are motivated by rewards and the avoidance of punishment. When a leader shows a preference for a certain action or characteristic, subordinates perceive that aligning with this preference will lead to positive outcomes, such as promotions, praise, or favor. Conversely, failing to align could lead to negative consequences, such as being overlooked, criticized, or even demoted. This creates an environment where people are incentivized to not only adopt the leader's preference but also to amplify it to show their loyalty and commitment.

3. Identification and Power Dynamics: Subordinates often identify with their leaders, especially if they admire them or aspire to their position. They may internalize the leader's values and behaviors as their own. This process of identification strengthens the effect. Furthermore, power dynamics play a huge role. The leader's authority gives them the power to shape the environment and the behaviors within it. The subordinates' lower power status makes them more susceptible to this influence.

4. Cognitive Dissonance: When subordinates act in ways that align with their leader's preferences, they may internally justify their behavior to reduce cognitive dissonance—the psychological discomfort of holding conflicting beliefs or attitudes. For example, if a leader loves a particular sport, a subordinate might start watching it and, over time, genuinely convince themselves they like it too, thereby resolving the conflict between their behavior and their initial lack of interest.

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Examples in Practice

This principle is visible in many different contexts:

• Corporate Culture: If a CEO is known for being a workaholic who answers emails late at night and on weekends, their direct reports may feel pressure to do the same, and their subordinates will follow suit. Soon, this behavior becomes the company's unwritten rule, a norm of constant availability and overwork.

• Fashion and Trends: Historically, the preferences of monarchs or powerful figures often dictated fashion trends among the elite and, eventually, the broader population. If a king started wearing a specific style of hat, it would quickly become a symbol of status and would be adopted by everyone below him.

• Political Ideology: In authoritarian systems, when a leader promotes a specific ideology or a cult of personality, citizens and officials at all levels will not only adopt it but also compete to demonstrate their loyalty through increasingly extreme displays of allegiance.

• Hobbies and Interests: If a boss is an avid golfer, their employees might take up golf, even if they never had an interest in the sport before. They might join the same club, buy the same gear, and talk about it excessively, not because they genuinely love the sport, but to build rapport and demonstrate their alignment with the leader.

Unmasking the Doublespeak: A Guide for Executive Clarity

 Unmasking the Doublespeak: A Guide for Executive Clarity

Good morning, leaders. In today's complex business environment, clarity is not just a virtue; it's a strategic imperative. As executives, your decisions rely on accurate information and transparent communication. Yet, lurking in many organizations is a subtle saboteur of truth: doublespeak.

William Lutz, the authority on this linguistic phenomenon, defines doublespeak as "language designed to evade responsibility, make the unpleasant appear pleasant, the unattractive appear attractive, basically its language designed to mislead while pretending not to." It's not always an outright lie, but a deliberate obfuscation that, if left unchecked, can corrode trust, paralyze decision-making, and foster a culture of dishonesty. As a management trainer, I urge you to sharpen your senses. Spotting doublespeak is a critical leadership skill.

Let's break down the four common types you'll encounter in the corporate jungle and how to recognize them:

1. Euphemisms: The Art of Softening Harsh Realities

This is perhaps the most common form of doublespeak, where unpleasant truths are dressed up in palatable words. It's designed to avoid direct confrontation with an unpalatable reality.

How to Spot It: Listen for phrases that sound overly polite or vague when a direct, simple word would suffice, especially around negative events or difficult topics.

Corporate Examples:

• Instead of: "We're laying off 20% of the workforce."

  • You hear: "We are undergoing a strategic headcount reduction to achieve optimal organizational right-sizing."

• Instead of: "Our profits dropped."

  • You hear: "We experienced a period of accelerated negative growth in the last quarter."

• Instead of: "We made a mistake that cost us millions."

  • You hear: "There was a sub-optimal resource allocation event that necessitated a re-evaluation of our fiscal trajectory."

• Instead of: "We're raising prices."

  • You hear: "We are introducing enhanced revenue generation opportunities for our premium offerings."

2. Jargon: The Overly Technical Smokescreen

Jargon is specialized language necessary for internal communication within a specific field. However, it becomes doublespeak when used unnecessarily to impress, exclude, or confuse those who don't share the same technical background. It makes simple concepts seem complex.

How to Spot It: When a simple idea is explained with a flurry of complex, industry-specific terms that don't add clarity but obscure it. If you feel like you need a dictionary for a routine update, it might be jargon-as-doublespeak.

Corporate Examples:

• Instead of: "Our team needs to work better together."

  • You hear: "We need to focus on synergistic optimization of cross-functional workflows to leverage our collective core competencies."

• Instead of: "We're looking at detailed customer reports."

  • You hear: "We are conducting a granular data analytics initiative to derive actionable insights from our consumer engagement matrix."

• Instead of: "This is a very important goal for the company."

  • You hear: "This is a mission-critical strategic imperative that will drive value-added propositions for all stakeholders."

3. Gobbledygook / Bureaucratese: The Word Avalanche

This type of doublespeak involves piling on words, using excessively long sentences, and making vague or circuitous statements to avoid directness, commitment, or responsibility. It's often seen when someone is forced to comment on something they'd rather not.

How to Spot It: If a sentence stretches on endlessly, is grammatically convoluted, and uses passive voice to avoid naming an agent, or when you finish listening and realize no concrete information was conveyed despite many words.

Corporate Examples:

• Instead of: "The project is delayed because we ran out of money."

  • You hear: "In the context of the evolving fiscal parameters and our commitment to holistic project lifecycle management, certain adaptive rescheduling initiatives were deemed necessary to ensure optimal resource utilization in light of unanticipated budgetary realignments."

• Instead of: "I can't answer that question."

  • You hear: "My current remit precludes me from offering a definitive articulation on that specific query, as the relevant data points are still undergoing robust validation protocols within a multi-tiered analytical framework."

4. Inflated Language: The Puffery Principle

Inflated language is used to make something simple sound grand, or to give an exaggerated sense of importance to individuals, roles, or situations. It's often about self-aggrandizement or rebranding.

How to Spot It: When job titles sound ridiculously grand for a basic function, or when mundane tasks are described with overly impressive verbs and nouns.

Corporate Examples:

• Instead of: "Sales clerk"

  • You hear: "Retail Client Engagement Associate."

• Instead of: "Brainstorming meeting"

  • You hear: "Proactive Ideation and Innovation Synthesis Session."

• Instead of: "Customer service representative"

  • You hear: "Client Relationship Optimization Specialist."

• Instead of: "I have some ideas."

  • You hear: "I'd like to present a strategic thought leadership framework for our consideration."

Why Executives Must Be Vigilant

Allowing doublespeak to fester in your organization has severe consequences:

• Impaired Decision-Making: You cannot make sound decisions on obscured information.

• Erosion of Trust: Employees and external partners lose faith in leadership that speaks in riddles.

• Reduced Accountability: Failures are masked, preventing valuable learning and growth.

• Cultural Decay: It fosters a culture where avoiding blame is prioritized over honesty and direct problem-solving.

How to Counter Doublespeak

As leaders, you have the power to change the linguistic landscape of your company:

• Demand Clarity: Make it known that you expect direct, simple answers. When you hear doublespeak, ask: "What exactly does that mean?" "Can you say that in plain English?" "Who is responsible for that action?"

• Model Simplicity: Communicate clearly and concisely yourself. Reward conciseness and discourage verbosity.

• Foster Accountability: Tie language directly to outcomes and responsibilities. Ensure that reports are factual and unambiguous.

• Listen Actively: Pay attention not just to the content of what's being said, but to how it's being said. Evasion, overly complex sentences, and excessive politeness can be red flags.

Your role as an executive demands an unwavering commitment to truth and clarity. By actively identifying and dismantling doublespeak within your ranks, you will cultivate a more transparent, accountable, and ultimately, more effective organization.