Jargon Isn’t the Problem. Using It Without Explanation Is.
Every field has its own language. Designers talk about kerning and leading. Developers talk about APIs and repos. Lawyers talk about indemnification. Accountants talk about amortization.
That’s not a problem. Specialized language exists for good reason: It’s shorthand. Within a community of practice, jargon increases precision and saves time. Saying “above the fold” in a web meeting is faster—and more exact—than saying “the part of the page a visitor sees before they scroll.” The shorthand earns its keep.
The problem isn’t jargon. The problem is using it without thinking about who’s in the room.
When Shorthand Becomes a Wall
Researchers who study language and organizational behavior have found that people tend to use more jargon when they want to signal expertise, and less when they’re focused on being understood. The distinction matters: One is performing expertise, the other is sharing it. Research out of Columbia Business School is worth a look if you want to go deeper.
To be fair, most people aren’t doing this deliberately. They’re simply speaking their native professional language—the vocabulary that comes naturally after years in a field. But the effect on the person across the table is the same whether the exclusion is intentional or not. They nod. They don’t ask. They leave the conversation with less than they came in with.
We were on a call when we used “information architecture”—then caught ourselves and shortened it to “IA,” as if that helped. A client stopped us and asked what it meant. Best thing that could have happened. Their question is part of why this post exists.
That’s a gap worth closing.
The Feynman Standard
Richard Feynman, the Nobel Prize-winning physicist, was famous for something beyond his work in quantum mechanics: His ability to explain it. He believed—and demonstrated—that if you couldn’t explain something clearly to a newcomer, you didn’t fully understand it yourself. That standard, now widely known as the Feynman Technique, has been applied far beyond physics. It’s a test of real mastery.
The best communicators in any field operate this way. They don’t simplify to the point of inaccuracy, but they don’t hide behind complexity either. They translate.
And in doing so, they don’t diminish their authority—they extend it. The expert who brings you up to speed is the one you trust. The one who leaves you behind is the one you eventually stop calling.
Generosity as Strategy
There’s a practical argument here that goes beyond just being a good communicator. When you take the time to explain the terms of your trade, you give your audience the vocabulary to participate in the conversation. They ask better questions. They give more useful feedback. They make more confident decisions about their own work.
Psychologists have a name for the failure mode on the other end of this: The “curse of knowledge.” Once you know something, it becomes very hard to remember what it was like not to know it. Jargon is one of the clearest symptoms—you stop noticing that the shorthand isn’t shared. The concept is well documented and has been widely applied in communication, teaching, and design. The cure is deliberate translation: Define terms as you use them, not because your audience isn’t smart, but because they haven’t spent the last decade where you have.
Bring People In
Being generous with language isn’t about dumbing things down. It’s about bringing people in. The organizations that do this well—that document, explain, and teach their own vocabulary—are the ones that build lasting credibility with the people they serve.
If a term is worth using, it’s worth explaining. That’s not extra work. That’s the work.
Need help with content on your next project? Learn about our content development services, or reach out today.
