The rules of civil society apply equally to all conduct, including that carried out with email. Whatever you would consider unethical in life is also unethical in email. For instance, if lying is unethical, so is lying in email.
Somehow, though, it seems easier to cross the line in email than it does elsewhere in life. Your own values determine where the line is for you. To find your own line, try these on for size:
- If you claim not to have read or received a message when you actually have, you're over the line.
- Disclosing someone else's email address for harm
- If you subscribe someone else to a newsletter, hoping to flood him or her with unwanted junk, you're over the line.
- Abusive omission
- If you intentionally omit someone from a To list for purposes of harm or harassment, you're over the line.
- Misidentifying yourself
- If you supply a false email address just to get someone out of your hair, you're over the line.
- Faking a mishap
- If it's unethical in real life,
it's unethical in email
- If you broadcast an embarrassing message to cause harm to someone, intending later to claim that you sent it for FYI or by accident, you're over the line.
- Dragging your feet
- If you intentionally delay sending a message so as to deprive the recipient of time-critical opportunities or information, intending later to claim that you did in fact inform the recipient, you're over the line.
- If you choose not to reply to someone so as to give offense, you're over the line. Even worse if you later claim that you did reply.
- Misrepresenting a quote
- If you excerpt a previous message, and alter it in any way other than to indicate deletions, you're over the line. Acceptable indications of deletion are replacement by ellipsis (…) or <snip>, or inserting short phrases in brackets for clarification.
- Pleading false confusion
- If you claim not to understand a message, when you actually do, so as to cause delay, you're over the line.
- Intentional ambiguity
- If you write a message ambiguously — to slow things down, to cause confusion, or to mislead — with the intention of later claiming, "Gee, I thought it was clear," you're over the line.
- Wandering eyes
- If you read other people's email without permission, either at their desks (whether or not they're present), or by any other means, you're over the line. Except, of course, if it's part of your job.
- If you edit the headers in an excerpted or forwarded message so as to misrepresent the time, date, author, subject, or routing of the message, you're way over the line.
- If you send email from another's account without permission, for the purpose of deceiving someone, pretending that you're the owner of the account, you're over the line.
Most of us have been tempted to cross the line now and then. Next time you feel the temptation, imagine how it would feel to receive such a message. No doubt, whether you know it or not, you already have. Top Next Issue
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And 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!
Do you have an addition to this list? Send it to me.
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More articles on Ethics at Work:
- When You're Scared to Tell the Truth
- In the project context, we need to know that whatever we're hearing from colleagues is the truth as
they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of
the advantages of telling the truth.
- When You Aren't Supposed to Say: II
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. Sometimes people who try to extract that information use techniques based on misdirection.
Here are some of them.
- Difficult Decisions
- Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest,
yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How
can we make these emotionally difficult decisions with greater clarity and better outcomes?
- Telephonic Deceptions: I
- People have been deceiving each other at work since the invention of work. Nowadays, with telephones
ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic
- Influence and Belief Perseverance
- Belief perseverance is the pattern that causes us to cling more tightly to our beliefs when contradictory
information arrives. Those who understand belief perseverance can use it to manipulate others.
Forthcoming issues of Point Lookout
- Coming October 17: Overt Belligerence in Meetings
- Some meetings lose their way in vain attempts to mollify a belligerent participant who simply will not be mollified. Here's one scenario that fits this pattern. Available here and by RSS on October 17.
- And on October 24: Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous. But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection of their techniques. Available here and by RSS on October 24.
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- The Power Affect: How We Express Our Personal Power
- Many people 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.