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THE habit of writing or speaking English corporatese begins harmlessly enough. It starts with snappy little jargon like concretize, prioritize, optimize, energize, synergize, and operationalize. Then it becomes a mild neurosis of talking and writing in euphemisms and fancy diminutives on one hand, such as describing a particularly big company loss as a tactical setback or a strategic retreat, and, on the other hand, using equally fancy superlatives such as back-to-basics strategy, best-in-class initiatives, interactive multidimensional feedback loop, and the classic ENRON bluster that says laser-sharp focus on earnings per share. Then the neurosis quickly grows into an overwhelming compulsion, an inner voice that incessantly whispers to one s ear that to stay on the clear path to success in the corporate world, one should never catch himself being too honest or too forthright with his English.
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