We're committing the logical error called the nominal fallacy when we believe that because we've given something a name, we've explained it. An example: "He doesn't get along with his teammates because he's difficult." Labeling him "difficult" doesn't explain the troubled relationships in the team. It leaves many questions unanswered. Why is he difficult? How is difficult defined? Is he the only team member who's difficult? Are all people who don't get along with their teammates difficult? Can there be other reasons for troubled relationships in this team?
We can extend the nominal fallacy concept slightly to an Attributes Fallacy, which is the logical error of believing that we've explained an entity — or elaborated an existing explanation — when we merely list some of the entity's attributes. If an entity's name is one of its attributes, then the Nominal Fallacy is a special case of the Attributes Fallacy.
For example, when we categorize defects in a software product as change-request, performance-severe, unclassified, and so on, we aren't resolving the defects. We're classifying them. Each defect had a name, and now we've given it a classification. Name and classification are two of its attributes.
Naming and classifying can be satisfying. They might even be steps necessary for achieving our goals. But in most cases in the workplace, naming or classifying isn't the goal. When we enjoy naming and classifying so much that our enjoyment interferes with actual goal achievement, we're in trouble.
This trouble can appear anywhere. When we design project plans, we name tasks. I've done it myself. It's fun. But naming tasks doesn't bring the project home. It's a necessary step toward the goal, but it's just a step.
Consider When we enjoy naming and
classifying so much that
our enjoyment interferes
with actual goal achievement,
we're in troublethe annual budget for your organization. Somebody decides how much to spend on each major organizational element. When they do, they're assigning a value to each organizational element's "budget" attribute. But that isn't the end of the budget process. Budgets must be monitored. When they prove to be too low, or too high, interventions are required. That's hard work. Setting the budget is just the beginning. The same can be said for schedules and strategies.
What's so seductive about naming things, or setting the values of their attributes, or even merely understanding the naming work someone else has done, is that when we do it, we do experience a disproportionate sense of getting something done, however illusory that sense might be. My hope is that your having read this little essay will help you recognize that sense of satisfaction as the joy that comes — in part — from the Nominal Fallacy.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Rhetorical Fallacies:
- Think in Living Color
- Feeling trapped, with no clear way out, often leads to anger. One way to defuse your anger is to notice
false traps, particularly the false dichotomy. When you notice that you're the target of a false dichotomy,
you can control your anger more easily — and then the trap often disappears.
- Decision-Making and the Straw Man
- In project work, we often make decisions with incomplete information. Sometimes we narrow the options
to a few, examine their strengths and risks, and make a choice. In our deliberations, some advocates
use a technique called the Straw Man fallacy. It threatens the soundness of the decision, and its use
is very common.
- When we steer the discussion away from issues to attack the credibility, motives, or character of our
debate partners, we often resort to a technique known as the ad hominem attack. It's unfair, it's unethical,
and it leads to bad, expensive decisions that we'll probably regret.
- The Fallacy of Composition
- Rhetorical fallacies are errors of reasoning that introduce flaws in the logic of arguments. Used either
intentionally or by accident, they often lead us to mistaken conclusions. The Fallacy of Composition
is one of the more subtle fallacies, which makes it especially dangerous.
- Misleading Vividness
- Group decision-making usually entails discussion. When contributions to that discussion include vivid
examples, illustrations, or stories, the group can be at risk of making a mistaken decision.
Forthcoming issues of Point Lookout
- Coming July 5: Tackling Hard Problems: II
- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
- And on July 12: Performance Issues for Non-Supervisors
- If, in part of your job, you're a non-supervisory leader, such as a team lead or a project manager, you face special challenges when dealing with performance issues. Here are some guidelines for non-supervisors. Available here and by RSS on July 12.
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- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program. Here are some upcoming dates for this program:
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.