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

Email Happens

by

Last updated: August 8, 2018

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

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Related articles

More articles on Emotions at Work:

The birthday girlAfter the Accolades: You Are Still You
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Three adult male chimpanzees during a grooming sessionFavors, Payback, and Thoughtlessness
Someone at work who isn't particularly a friend or foe has asked you for a favor. What happens if you say no? Do you grant the favor? How do you decide what to do?
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We all have cherished memories — lovely moments we can replay whenever we want to feel happy. How would you like to have a lot more of them?
A Protestant church in Tuttlingen, GermanyBlind Agendas
Effective meetings have agendas. But even if a meeting has an agenda, the hidden agendas of participants can cause trouble. Another source of trouble, less frequently recognized, is the blind agenda.
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Most of us have some experience of being overloaded and overworked. Many of us have forgotten what it is not to be overloaded. Here's a contemplation of the state of overload.

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

Forthcoming issues of Point Lookout

The Scapegoat by William Holman Hunt (1827-1910)Coming August 5: Red Flags: III
Early signs of troubles in collaborations include toxic conflict, elevated turnover and anti-patterns in communication. But among the very earliest red flags are abuses of power. They're more significant than other red flags because abuses of power can convert any collaboration into a morass of destructive politics. Available here and by RSS on August 5.
A so-called "Paris Gun" of World War IAnd on August 12: Cognitive Biases at Work
Cognitive biases can lead us to misunderstand situations, overlook options, and make decisions we regret. The patterns of thinking that lead to cognitive biases provide speed and economy advantages, but we must manage the risks that come along with them. Available here and by RSS on August 12.

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

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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.

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