Email Ethics

The rules of civil society apply equally to all conduct, including that carried out with email. Whatever you would consider unethical in life is also unethical in email. For instance, if lying is unethical, so is lying in email.

Somehow, though, it seems easier to cross the line in email than it does elsewhere in life. Your own values determine where the line is for you. To find your own line, try these on for size:

Denial

If you claim not to have read or received a message when you actually have, you're over the line.

Disclosing someone else's email address for harm

If you subscribe someone else to a newsletter, hoping to flood him or her with unwanted junk, you're over the line.

Abusive omission

If you intentionally omit someone from a To list for purposes of harm or harassment, you're over the line.

Misidentifying yourself

If you supply a false email address just to get someone out of your hair, you're over the line.

Faking a mishap

If it's unethical in real life,
it's unethical in email

If you broadcast an embarrassing message to cause harm to someone, intending later to claim that you sent it for FYI or by accident, you're over the line.

Dragging your feet

If you intentionally delay sending a message so as to deprive the recipient of time-critical opportunities or information, intending later to claim that you did in fact inform the recipient, you're over the line.

Silence

If you choose not to reply to someone so as to give offense, you're over the line. Even worse if you later claim that you did reply.

Misrepresenting a quote

If you excerpt a previous message, and alter it in any way other than to indicate deletions, you're over the line. Acceptable indications of deletion are replacement by ellipsis (…) or <snip>, or inserting short phrases in brackets for clarification.

Pleading false confusion

If you claim not to understand a message, when you actually do, so as to cause delay, you're over the line.

Intentional ambiguity

If you write a message ambiguously — to slow things down, to cause confusion, or to mislead — with the intention of later claiming, "Gee, I thought it was clear," you're over the line.

Wandering eyes

If you read other people's email without permission, either at their desks (whether or not they're present), or by any other means, you're over the line. Except, of course, if it's part of your job.

Forgery

If you edit the headers in an excerpted or forwarded message so as to misrepresent the time, date, author, subject, or routing of the message, you're way over the line.

Masquerade

If you send email from another's account without permission, for the purpose of deceiving someone, pretending that you're the owner of the account, you're over the line.

Most of us have been tempted to cross the line now and then. Next time you feel the temptation, imagine how it would feel to receive such a message. No doubt, whether you know it or not, you already have.  Top    Next Issue

Are you so buried in email that you don't even have time to delete your spam? Do you miss important messages? So many of the problems we have with email are actually within our power to solve, if we just realize the consequences of our own actions. Read 101 Tips for Writing and Managing Email to learn how to make peace with your inbox. Order Now!

And if you have organizational responsibility, you can help transform the culture to make more effective use of email. You can reduce volume while you make content more valuable. You can discourage email flame wars and that blizzard of useless if well-intended messages from colleagues and subordinates. Read Where There's Smoke There's Email to learn how to make email more productive at the organizational scale — and less dangerous. Order Now!

Do you have an addition to this list? Send it to me.

Your comments are welcome

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Ethics at Work:

You Have to Promise Not to Tell a Soul

You're at lunch with one of your buddies, who's obviously upset. You ask why. "You have to promise not to tell a soul," is the response. You promise. And there the trouble begins.

Difficult Decisions

Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest, yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How can we make these emotionally difficult decisions with greater clarity and better outcomes?

Extrasensory Deception: I

Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong, or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.

Appearance Anti-patterns: II

When we make decisions based on appearance we risk making errors. We create hostile work environments, disappoint our customers, and create inefficient processes. Maintaining congruence between the appearance and the substance of things can help.

More Things I've Learned Along the Way: V

When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.

See also Ethics at Work, Effective Communication at Work, Conflict Management, Writing and Managing Email and Virtual and Global Teams for more related articles.

Forthcoming issues of Point Lookout

Coming May 1: Antipatterns for Time-Constrained Communication: 2

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of miscommunications. Here's Part 2 of a collection of antipatterns that arise in communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.

And on May 8: Antipatterns for Time-Constrained Communication: 3

Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 3 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing past experiences of participants. Available here and by RSS on May 8.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

• Get 2001-2 in Geese Don't Land on Twigs (PDF, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500-1000 words in your inbox in one hour. License any article from this Web site. More info