Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 1, Issue 36;   September 5, 2001:

Email Happens

by

Email is a wonderful medium for some communications, and extremely dangerous for others. What are its limitations? How can we use email safely?

Jenn was puzzled. Benson, the only one left who could keep the creaky old payroll system alive, had just requested a transfer. At first, Benson had wanted to work with Fran on the new payroll system. Travel budgets being as tight as they were, Jenn had accepted Fran's suggestion that she and Benson work out the specs of the new system in email. The next thing Jenn knew, Benson wanted out of the group. What went wrong? Email.

A bumper stickerThere ought to be a bumper sticker: Email Happens.

Email is great for making appointments, distributing agendas, and even brainstorming. It's less effective for discussing complex problems, soothing hurt feelings, and resolving conflict. Yet we're still surprised when email discussions go awry. What are the limitations of email? And how can we use email safely?

When compared with face-to-face communication, email has important limitations. Recognizing them is a key to using email safely.

Save tender subjects for the phone or face-to-face
As you type, you can't tell what reaction you're getting. When you talk with people face-to-face, you can detect reactions — facial expressions, body language, breathing, voice tone, even silence. You can spot trouble, and you can make mid-course corrections. In email, you can't.
Be brief
The cycle time of email exchanges is long. Even when email is fast, the cycle might be ten minutes or longer. In face-to-face communications, the cycle time can be less than a second. To compensate for the delays of email, we send longer messages, which creates risk. If you offend someone face-to-face, you find out quickly, and that limits the damage. In email, we sometimes exchange whole screenfuls, and if someone is offended early in a message, the offense only grows with each paragraph.
Use smileys and a conversational tone
For discussing
complex problems,
soothing hurt feelings,
and resolving conflict,
using email is like
fighting fire
with gasoline
When most of us learned to write, we learned formal writing — proper grammar, fancy vocabulary. In email, that style sounds stiff, and it creates barriers between you and your readers. To sound more conversational, use short sentences, contractions, and sentence fragments. Like this. Beware of sarcasm — your readers might not get it. Use smileys to make sure.
Interpret email in the most positive way possible
The sender is probably saying something nice, rather than delivering a cleverly disguised insult, because — sadly — most of us no longer write well enough to disguise insults cleverly. And I don't mean that in an insulting way.

Email is to true communication what fast food is to fine restaurant fare. I'd go for fast food at the end of a bike ride. On Valentine's Day, or for an anniversary, fast food just will not do. Don't even try it. Go to top Top  Next issue: September Eleventh  Next Issue

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? rbrenXEiRBfuFHUtjHrqUner@ChacpYPvvSVhUNIOeXHKoCanyon.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 Emotions at Work:

LionManipulated Commitments
Manipulated or coerced commitment looks pretty good on paper, but it might not lead to dedicated action. When the truth is finally revealed, trouble can be unavoidable.
Archbishop Desmond Tutu, chairman of the Truth and Reconciliation Commission of the Union of South AfricaPeace's Pieces
Just as important as keeping the peace with your colleagues is making peace again when it has been broken by strife. Nations have peace treaties. People make up. Here are some tips for making up.
Dr. Jerri Nielsen at Amundsen-Scott South Pole Station in 1999On Virtual Relationships
Whether or not you work as part of a virtual team, you probably work with some people you rarely meet face-to-face. And there are some people you've never met, and probably never will. What does it take to maintain good working relationships with people you rarely meet?
A diagram of effects illustrating two more loops in the Restructuring-Fear CycleThe Restructuring-Fear Cycle: II
When enterprises restructure, reorganize, downsize, outsource, lay off, or make other organizational adjustments, they usually focus on financial health. Here's Part II of an exploration of how the fear induced by these changes can lead to the need for further restructuring.
A portion of The Art of War, written in Tangut scriptCompulsive Talkers at Work: Power
Compulsive talkers are unlikely to change their behavior in response to your polite (or even impolite) requests. In this second part of our exploration, we consider the role of power — both personal and organizational.

See also Emotions at Work and Writing and Managing Email for more related articles.

Forthcoming issues of Point Lookout

Tennis balls on a tennis court. Your fitness program can be a part of your job search.Coming July 28: Be Choosier About Job Offers: II
An unfortunate outcome of job searches occurs when a job seeker feels forced to accept an offer that isn't a good fit. Sometimes financial pressures are so severe that the seeker has little choice. But financial pressures are partly perceptual. Here's how to manage feeling that pressure. Available here and by RSS on July 28.
A beach at sunsetAnd on August 4: What Are the Chances: I
When estimating the probabilities of success of different strategies, we must often estimate the probability of multiple events occurring. People make a common mistake when forming such estimates. They assume that events are independent when they are not. Available here and by RSS on August 4.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenXEiRBfuFHUtjHrqUner@ChacpYPvvSVhUNIOeXHKoCanyon.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:

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

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.

Bullet Points: Mastery or Madness?

DecisBullet Point Madnession makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. 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 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.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
So buried in email that you don't even have time to delete your spam? Learn how to make peace with your inbox.
Dozens of articles about dealing with problems that come up in email.
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.
52 Tips for Leaders of Project-Oriented OrganizationsAre your project teams plagued by turnover, burnout, and high defect rates? Turn your culture around.
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.
Comprehensive collection of all e-books and e-bookletsSave a bundle and even more important save time! Order the Combo Package and download all ebooks and tips books at once.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!