The message unequivocally conveyed in all B schools, and in any sort of internal company training conducted by a variety of agencies masquerading as management consultants is that one needs to communicate in a clear, concise and unambiguous manner. Little do these pundits know the incredible power of ambiguity as a management tool par excellence.
Ambiguity as a coveted weapon of choice is not to be confused or even compared with companion management techniques such as indecision, procrastination, denial, deflection, etc. While the said techniques are passive in nature – in that they involve NOT doing something (at least immediately) – ambiguity is an active tool requiring perpetual, perceived action.
Let us take the simple example of when a new system, say (ironically) a new mobile communication platform for the company, will be operational. As the senior IT Director in charge of the project, you want to keep your options open, namely vague (ok, ambiguous)! You mention different ‘launch’ dates in different forums – ‘2 months from now’ through ‘12 months from now’ to ‘TBD’ (to be decided). People are naturally confused, as is expected and desired by you. You take care to neither acknowledge nor deny any dates that are thrown at you, at the same time proactively making statements such as, “the first set of users should be seeing the new system very shortly”, “it is already being beta tested by first adapters”, “oh, it is just coming off the iterative validation by power users – with rave reviews, if I may add” and so on. There is a lot of buoyancy in the air and huge expectations of something big about to happen with no certainty as to when!
The seasoned manager may also practice ambiguity to keep the subordinates guessing. In the first sales review meeting, she could tell her audience, “In future meetings, I would like each one of you to go into some detail regarding your territories”. In the second meeting, she could tell them, “It is really not necessary to go into such excruciating detail about what you do – just focus on the key customers”. The sermon in the third meeting goes something like, “…. Come on guys, we all know what these customers do … let us review the power players, the influencers at these customers …. Haven’t you done any such case studies in college?”. This manager has succeeded in making the entire team jittery and frustrated. They start focusing all their energies on guessing what their manager wants them to present rather than trying to improve sales.
The pinnacle in the art of ambiguity is when your customers start feeling uncertain and even lost as to what they are buying from you. Here is a snippet from a conversation between the Sales Manager of a company trying to sell a phone service to the Admin Manager of a (potential) customer:
Sales Manager (SM): Thanks for seeing me. I assume you have already reviewed our price quote for the 100-instrument integral phone service for your office.
Customer (Admin): Yes, the proposal looks good. I have a few questions….
SM: Fire away. That is why I am here – to offer clarifications (ambiguity antenna sharpened)
Admin: Do you support 100 registered users or 100 concurrent users?
SM: Great question. (pretends to look through some information on his laptop). Our virtual circuit gateway randomizes the virtual user count allowing more than the permissible number of concurrent users to be serviced through queueing.
Admin: Hm….Er….. Okayeeee…. So I can have more than 100 users on my system?
SM: You may consider it that way. Here is the interesting part. By using the store-and-forward method, we can support delayed processing without your users feeling any negative impact on response times.
Admin: (with no clue as to what is being said) Sounds good …. How about service levels – do you guarantee at least 99% uptime on the system?
SM: Again, a very smart question. Historically, we have achieved greater than 99.5% uptime for all our systems with 10 to 99 instruments in any one location (I am not going to tell you that for 100+ instruments, the figure is well below 80%). In case of catastrophic failures, with our automated redundancy support, we will be able to switch you over to a backup system in 30 minutes. This will cost you 25% extra maintenance ……(peers at his laptop)…..tell you what, I am going to waive this additional fee if you will confirm the order right now. What do you say?
Admin: (I have no idea of what I am hearing but it sounds good) OK, let us do it.