Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 19;   May 10, 2006: Social Distancing for Pandemic Flu

Social Distancing for Pandemic Flu

by

It's time we all began to take seriously the warning about a possible influenza pandemic. Whether or not your organization has a plan, you can do much to reduce your own chances of infection, and the chances of mass infection, by adopting a set of practices known as social distancing.
A broadcast-only sporting event during a pandemic

During a pandemic, as part of social distancing, sporting events might be for broadcast only. In-person attendance will be suspended.

When or if pandemic influenza develops, it will happen because some of the viruses that hopped from bird to human will have evolved to be efficient at hopping from human to human. In a pandemic, most people who are infected will be carrying virus they acquired not from birds, but from other people.

And when pandemic influenza passes, it will pass because that virus can no longer find new people to infect. Either we'll have a vaccine, or people will have developed a post-exposure immunity, or we'll have ways of avoiding exposure.

As of this writing, the prospects for a vaccine in quantity and in time to address the threat do appear to be dim. And because the survival rate among those already exposed is so low, it appears that the human immune system is no match for this virus.

Thus, our first two options aren't much to rely on. We have to think about that third option — avoiding exposure. Social distancing is part of that approach.

Social distancing minimizes
the kind of contact that
enables flu virus transmission
Social distancing minimizes the kind of social contact that enables virus transmission. One example of a social distancing practice is limiting functions that require assembling many people into a single indoor space, such as all hands meetings and benefits fairs. Here are some examples of social distancing practices that you can adopt at work as an individual.

Avoid handshakes
Handshaking as a customary greeting enables virus transmission through skin-to-skin contact. Substitute something else — smile, wave, or bump elbows.
Avoid the lunchroom rush
Whether you eat lunch in the employee dining room or at a restaurant, avoid the rush, and the hour immediately following. Eat earlier or later, or eat with just a few people in a conference room or large office.
Substitute telemeetings for face-to-face meetings
Reducing the number or duration of face-to-face meetings reduces the opportunity for virus transmission. Shift as much of the agenda as possible to email or teleconference.
Use larger conference rooms
If you must meet face-to-face, use the largest available conference room. Larger rooms have better ventilation, and there's more room to spread out.
Avoid using public pens
Public pens are found at the retail counter, at the building or hotel guest registration, at the bank, in the benefits office, and many other places. Use your own pen. In conference rooms, don't use the public whiteboard markers. Carry your own.
Avoid the commuter rush periods
If you commute via public transportation, take advantage of your employer's flex time policy to shift your working hours. Avoid times when you'll be exposed to crowds.

Over the next months, you'll pick up lots more tips for social distancing. Send them to me and I'll spread them around. Go to top Top  Next issue: My Right Foot  Next Issue

101 Tips for Preparing for Pandemic FluIs your organization fully prepared for pandemic flu? Do you have new products scheduled for release in the next eighteen months? Have you considered what a pandemic event might do to your plans? For some novel ideas for making your organization pandemic-resistant, check out my tips book 101 Tips for Preparing for Pandemic Flu.

Rick BrennerThe article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More

Your comments are welcome

Would you like to see your comments posted here? rbrenlOGvqqQbeQihebmUner@ChacBSgvxZMhJBNICxmPoCanyon.comSend me your comments by email, or by Web form.

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.

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 Personal, Team, and Organizational Effectiveness:

Bowling pins for ten-pin bowlingPygmalion Side Effects: Bowling a Strike
Elise slowly walked back to her office, beaten. Her supervisor, Alton, had just given Elise her performance review — her third consecutive "meets expectations." No point now to her strategy of giving 120% to turn it all around. She is living a part of the Pygmalion Effect, and she's about to experience the Pygmalion Side Effects.
A MetronomeSelling Uphill: The Pitch
Whether you're a CEO or a project champion, you occasionally have to persuade decision-makers who have some kind of power over you. What do they look for? What are the key elements of an effective pitch? What does it take to Persuade Power?
A meetingHow to Make Meetings Worth Attending
Many of us spend seemingly endless hours in meetings that seem dull, ineffective, or even counterproductive. Here are some insights to keep in mind that might help make meetings more worthwhile — and maybe even fun.
The Stevens Memorial Library in Ashburnham, MassachusettsTake Charge of Your Learning
Many of us let others set our learning agendas — peers, employers, or the mass media. But you can gain much both personally and professionally by setting your own learning agenda.
The impeachment managers for the impeachment of U.S. President Andrew JohnsonProblem-Solving Preferences
When people solve problems together, differences in preferred approaches can surface. Some prefer to emphasize the goal or objective, while others focus on the obstacles. This difference is at once an asset and annoyance.

See also Personal, Team, and Organizational Effectiveness and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

The United States curling team at the Torino Olympics in 2006Coming November 22: Motivation and the Reification Error
We commit the reification error when we assume, incorrectly, that we can treat abstract constructs as if they were real objects. It's a common error when we try to motivate people. Available here and by RSS on November 22.
A human marionetteAnd on November 29: Manipulators Beware
When manipulators try to manipulate others, they're attempting to unscrupulously influence their targets to decide or act in some way the manipulators prefer. But some targets manage to outwit their manipulators. Available here and by RSS on November 29.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenTKZGbKisUvpBwFBVner@ChacKSzjqHeHStYxhRWRoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

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 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Ten Project Management Fallacies: The Power of Avoiding Hazards
Most Ten Project Management Fallaciesof what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
Many The Power Affect: How We Express Personal Powerpeople 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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.