Cellf Esteem

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.

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More articles on Emotions at Work:

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Not Really Part of the Team: II

When some team members hang back, declining to show initiative, we tend to overlook the possibility that their behavior is a response to something happening within or around the team. Too often we hold responsible the person who's hanging back. What other explanations are possible?

Scope Creep and Confirmation Bias

As we've seen, some cognitive biases can contribute to the incidence of scope creep in projects and other efforts. Confirmation bias, which causes us to prefer evidence that bolsters our preconceptions, is one of these.

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.

See also Emotions at Work for more related articles.

Forthcoming issues of Point Lookout

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Planning teams, like all teams, are susceptible to several patterns of interaction that can lead to counter-productive results. Three of these most relevant to planners are False Consensus, Groupthink, and Shared Information Bias. Available here and by RSS on September 30.

And on October 7: Seven More Planning Pitfalls: III

Planning teams, like all teams, are vulnerable to several patterns of interaction that can lead to counter-productive results. Two of these relevant to planners are a cognitive bias called the IKEA Effect, and a systemic bias against realistic estimates of cost and schedule. Available here and by RSS on October 7.

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