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Figures of speech

The bottom line. An accounting term — the last line of the statement, where profit or loss appears — that became the general American word for the thing that finally matters. Everything above it is detail.

The proof of the pudding is in the eating. Not the recipe, not the cook’s reputation, not how it looks coming out of the oven.

If it ain’t broke, don’t fix it. Popularized by Bert Lance in the Carter administration. A working thing requires no examination of why it works.

Whatever works. Offered as a resolution rather than a shrug. It closes a debate about approach by declining to have one.

Don’t tell me, show me. An objection to the form of an answer rather than its content. Description is treated as insufficient in principle, whatever it describes.

Don’t let perfect be the enemy of good

Used in American business to end a discussion — specifically, a discussion about whether something is ready. The sentence casts perfectionism as an adversary, and the good-enough version as the thing under attack.

Beta

American software ships in beta and says so. Gmail carried the label for years while being used by millions. The product is released unfinished, on purpose, with the unfinishedness advertised.

Program Updates

The earliest practical form of programming is generally considered to have been done by Joseph Jaquard in France in 1804. Jaquard designed a loom that would perform certain tasks when the appropriate punched cards were fed through a reading device.

Since 1804, programming has become much more commonplace, and new computer programs are produced every day. In order to keep up with the competition, most software companies will begin selling programs long before they’re perfect, only to release updates and newer versions as the programmers correct flaws and add new features.

Anyone who waits until their program is perfect to market it will find that their program is obsolete when it finally goes on sale.

First-mover advantage

First-mover advantage is gained by the first significant player in a market segment who gains control of resources that other participants in the market cannot match. Amazon had a first mover advantage over Barnes & Noble. Amazon maintained its advantage by partnering with Borders and extending product offerings into apparel, electronics, toys and housewares.

Rarely is a project, large or small, completed within schedule, within budget and meeting fully, much less exceeding, the specifications of the customer. The business world is seldom that simple. In the American business context quality is more likely to be sacrificed than schedule or budget. Americans expect products and services on-time, and at the price they agreed to. Quality – in the sense of completeness – can be made up for with extra effort.

When it comes to that magic triangle – schedule, budget, quality – the first two usually trump the third, in the U.S.

Trump. A card of a suit any of whose cards will win over a card that is not of this suit —called also trump card; a decisive overriding factor or final resource.

General George S. Patton

General George Smith Patton Jr. was born in California in 1885. From an early age he heard stories about his war-hero ancestors who fought in the American Revolution and the Civil War. Intent on following in their footsteps, Patton attended Virginia Military Institute and the U.S. Military Academy at West Point.

George Patton fought in his first battle in 1915 at Fort Bliss along the Mexican border during the Border War. He also served in France during WWI, where he became one of the leading experts in tank warfare. During WWII Patton served as a general, commanding the 7th U.S. Army in the invasion of Sicily and the 3rd U.S. Army during the French invasion.

Patton was considered one of the most successful combat generals in U.S. history, and his apparent battle-lust earned him the nickname “Old Blood and Guts.” A harsh commander, he was once almost discharged for slapping a soldier whom he thought was behaving cowardly.

He was known for making quick decisions, and once famously said “A good plan violently executed now is better than a perfect plan executed next week.”

External Factors

Decisions are not made in a vacuum. American decision-making allows itself to be influenced by external factors. External customers, company-internal partners, suppliers, changing management priorities, budgets and manpower all can have impact on individual decisions. American decision making aims to be market-driven.

Market-driven in the U.S. means making decisions based on the market‘s rhythm. If necessary, Americans will skip over steps in their decision making approach.

To turn on a dime: To take a very tight turn, used especially for a vehicle; to change direction quickly. A dime is the smallest in size of American coins.

Experience: To encounter or undergo (an event or occurrence); to feel (an emotion); practical contact with and observation of facts or events; the knowledge or skill acquired by such means over a period of time, especially that gained in a particular profession by someone at work; an event or occurrence that leaves an impression on someone (a learning experience).

Down and dirty: Americans are not perfectionists. The goal is seldom the optimal decision, but instead the most effective decision under the given circumstances. Often timely decisions, even if suboptimal, are the best decisions. They can be corrected.

Limited, but Relevant

Americans prefer gathering limited, but highly relevant, information, and fast. Comprehensiveness costs time, and must be justified by its value. All information sources should be considered, provided that there is sufficient time. Americans also accept subjective (non-quantifiable) information sources, such as personal references. Their credibility, though, is judged based on experience (track record) and reputation.

For Americans, however, information gathering serves the pragmatic purpose of information analysis, which in turns serves decision making. Information gathering, thus, is seen early in direct connection with the end goal. If enough information has been collected in order to perform good analysis, there is no reason not to move on to the information analysis step in the decision-making process. Information gathering is not an academic exercise.

Because Americans also see the complexity inherent in many decisions, they prefer to break down decisions into sub-decisions, into particulars. This allows for more focus on key elements of the broader decision. The analysis of the information should then be quick and pragmatic. Objective tools are helpful and should be used, but also combined with experience and common sense. Americans are willing to trust their intuition.

Pareto

The Pareto principle: Also known as the 80-20 rule, stating that in many situations approximately 80% of the effects come from 20% of the causes.

Vilfredo Pareto, an Italian economist, documented in the early 1900s that 80% of the land in Italy was owned by 20% of the population. Pareto went on to observe that 20% of the pea pods in his garden contained 80% of the peas. It has become a common rule of thumb in business that 80% of sales come from 20% of clients.

The 80-20 rule could be a metaphor about the American approach to many things, or at least about an element or aspect of the Americans approach. Americans tend not to be perfectionists. Not because they do not recognize and honor striving for the best. But because in many cases attaining, reaching, accomplishing that extra 5% is in many cases “simply not worth it”.

Worth. Value. Does the customer want that extra degree of engineering excellence? Is it necessary to calculate that many digits behind the decimal point? Is that depth of analysis necessary in order to make a decision?

80% is often enough. For Americans, depending on the situation, 60% is enough. Depending on the risk-benefit relationship, even less is enough.

Fester

Americans – both team leads and team members – almost always prefer a suboptimal conflict resolution reached in a timely manner over an optimal resolution arrived at late. Americans refer to conflicts which fester.

fester: to become painful and infected; to become worse as time passes; to cause increasing poisoning, irritation, or bitterness; to undergo or exist in a state of progressive deterioration; to make inflamed or corrupt; “We should deal with these problems now instead of allowing them to fester.”

First known use 14th century. Synonyms: break down, corrupt, decompose, disintegrate, decay, foul, mold, molder, perish, putrefy, rot, spoil.