The waiter appeared. "Need a few more minutes?" When Jeff told him they were ready to order, the waiter turned to Molly. Just then her cell phone rang.
"Come back to me," she said to the waiter, and then to the phone, "Hello." The waiter continued around the table, and when he returned to Molly, she was still on the phone. She held up her index finger signing, "Just one second."
The waiter knew just what to do. He said to the table, "Let me know when she's ready," and headed off to place the orders. Somehow he must have known that everyone had to be back by One.
Jeff felt a little irritated with Molly — not only had she taken the call, but she had done so at the table.
Taking a call when you're with others is only one example of cellular rudeness. Here are a few more:
- Why do cell phones
turn otherwise courteous
people into oafs?Forgetting to turn off the ringer in a theater, at a concert, in a restaurant or lecture or workshop or meeting. - Interrupting a conversation to look at your caller id to decide whether to interrupt your conversation.
- Talking on the phone in what would otherwise be a quiet place, disturbing the people around you.
- Talking while driving, dividing your attention so severely that you can concentrate on neither the conversation nor your driving.
When we notice these things, many of us become irate, even though we might not express our displeasure directly. Why do cell phones turn otherwise courteous people into oafs?
For some, it's about self-esteem.
- For cell phone offenders
- The cell phone can become a badge of importance. By letting the phone interrupt us (and the people around us) no matter what we're doing, we convince ourselves that the people who call us cannot manage without us.
- Most people can manage without us for a while. With rare exceptions, such as literal life-and-death situations, most calls can wait until we pick up our messages.
- For cell phone offendees
- When someone commits an act of cell phone rudeness, we can feel hurt or anger, and sometimes we express that anger in ways we regret.
- When you notice an attack of cell phone anger, remember that the rudeness you're experiencing is — most likely — beyond the awareness of the offender. If you can, tell the offender how you feel. Leave it to her or him to decide what to do about it.
When call waiting first appeared, we often used it inappropriately. We would interrupt a conversation no matter what, to find out what call was coming in. After a while, we learned better ways, and now many people don't check when their phone beeps that a call is waiting. We're just now learning about cell phones. In time, we'll learn how to handle them, too.
Hang in there. Top Next Issue
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Related articles
More articles on Emotions at Work:
- I've Been Right All Along
- As people, we're very good at forming and holding beliefs and opinions despite nagging doubts. These
doubts lead us to search for confirmation of our beliefs, and to reject information that might conflict
with our beliefs. Often, this process causes us to persist in believing nonsense. How can we tell when
this is happening?
- On Advice and Responsibility
- Being asked for advice can be an affirming experience, but actually giving advice can sometimes entail
risk. How can this happen, and what choices do we have?
- Handling Heat: I
- Heated exchanges in meetings are expensive to both the organizational mission and to the careers of
the meeting's participants. Preventing them — or dealing with them when they happen — is
everyone's job. But what can you do when they persist?
- Toxic Conflict at Work
- Preventing toxic conflict is a whole lot better than trying to untangle it once it starts. But to prevent
toxic conflict, we must understand some basics of conflict, and why untangling toxic conflict can be
so difficult.
- Personal Feasibility Decisions
- When considering whether to exploit a rare but desirable opportunity, there is a risk that desire can
overcome good sense. Having at hand a predefined framework for making such decisions reduces the risk
of blundering by acting in haste.
See also Emotions at Work and Emotions at Work for more related articles.
Forthcoming issues of Point Lookout
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- Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
- And on December 18: Subgrouping and Conway's Law
- When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.
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