Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 3, Issue 29;   July 16, 2003:

Emailstorming

by

Most of us get too much email. Some is spam, but even if we figured out how to eliminate spam, most would still agree that we get too much email. What's happening? And what can we do about it?

Bonnie returned with six minutes to spare before her eleven o'clock — just enough to check voicemail and email, if she did both at once. Slipping on her headset, she punched pound-six on the phone, and clicked "Check Mail" on her screen.

As she listened to her voicemail, her email program began downloading the first of 28 messages. 'Amazing,' she thought, 'either I'm really important, or nobody respects my time.' After the seventh message, she had to leave for her eleven o'clock.

Emailstorming is like
brainstorming, but instead
of using our brains,
we use email
That's why she missed message 17, which announced the room change for her meeting. She would arrive late, as would three colleagues.

Bonnie's organization is experiencing Emailstorming. Emailstorming is like brainstorming, but instead of using our brains, we use email.

In the constant storm of messages, only a few have significance to their recipients. We spend too much time figuring out which messages we care about, and we miss important messages completely, or get to them too late, as Bonnie did.

Here are some causes of Emailstorming, and some tips for dealing with them.

Shotgun messaging
The sender "shotguns" the message to anyone who might be tangentially interested. Often, shotgunners want to be able to say later "I sent it out, didn't you see it?"
To keep someone "in the loop," send a private — possibly annotated — copy of your message. That way, they receive only the message, and none of the subsequent "Reply All" messages.
Annoy All
Sometimes Reply All is appropriate. At other times, a Reply All may actually be an "Annoy All." The risk of annoyance is enhanced when the reply is relevant only to the recipient.
Be selective about replies. Most often, only the sender needs the reply, but sometimes a few of the CCs want it too. Be judicious.
Mass announcements
A stormRoutine announcements sent separately by HR, Security, or other functions generate potential interruptions for every recipient. These messages are especially annoying when they apply to only a portion of the recipient population.
Consolidating nonemergency mass announcement messages into a weekly internal e-newsletter not only reduces inbox clutter, but also reduces interruption rates.

Implementing these solutions sometimes requires individual action, and sometimes coordinated action. For example, Management plays an important leadership role in addressing the problem of Mass Announcements.

Surprisingly, Management also plays a key role in solutions that require individual action. When leaders make the term "Shotgun Messaging" a part of the organizational vocabulary, they make it easier for everyone to recognize it when it happens, and they encourage everyone to address the issue directly with shotgunners.

There is a trap though. Distributing a link to this article throughout your organization via email risks violating the intent of sending it. Instead, get the message out by making Emailstorming a topic of an organizational meeting or training. Dealing with email problems in email is like throwing water at a flood. Go to top Top  Next issue: Poverty of Choice by Choice  Next Issue

101 Tips for Writing and Managing EmailAre 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!

Where There's Smoke There's EmailAnd 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!

For much more about Emailstorming, see "Emailstorming."

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See also Personal, Team, and Organizational Effectiveness and Writing and Managing Email for more related articles.

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Each day we make dozens or hundreds of choices — maybe more. We make many of those choices outside our awareness. But we can make better choices if we can recognize choice patterns that often lead to trouble. Here are five guidelines for making choices. Available here and by RSS on October 27.
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For organizations in crisis, some but not all their people understand the situation. Toxic conflict can erupt between those who grasp the problem's severity and those who don't. Trying to resolve the conflict by educating one's opponents rarely works. There are alternatives. Available here and by RSS on November 3.

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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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