Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 19;   May 10, 2006: Social Distancing for Pandemic Flu

Social Distancing for Pandemic Flu

by

It's time we all began to take seriously the warning about a possible influenza pandemic. Whether or not your organization has a plan, you can do much to reduce your own chances of infection, and the chances of mass infection, by adopting a set of practices known as social distancing.
A broadcast-only sporting event during a pandemic

During a pandemic, as part of social distancing, sporting events might be for broadcast only. In-person attendance will be suspended.

When or if pandemic influenza develops, it will happen because some of the viruses that hopped from bird to human will have evolved to be efficient at hopping from human to human. In a pandemic, most people who are infected will be carrying virus they acquired not from birds, but from other people.

And when pandemic influenza passes, it will pass because that virus can no longer find new people to infect. Either we'll have a vaccine, or people will have developed a post-exposure immunity, or we'll have ways of avoiding exposure.

As of this writing, the prospects for a vaccine in quantity and in time to address the threat do appear to be dim. And because the survival rate among those already exposed is so low, it appears that the human immune system is no match for this virus.

Thus, our first two options aren't much to rely on. We have to think about that third option — avoiding exposure. Social distancing is part of that approach.

Social distancing minimizes
the kind of contact that
enables flu virus transmission
Social distancing minimizes the kind of social contact that enables virus transmission. One example of a social distancing practice is limiting functions that require assembling many people into a single indoor space, such as all hands meetings and benefits fairs. Here are some examples of social distancing practices that you can adopt at work as an individual.

Avoid handshakes
Handshaking as a customary greeting enables virus transmission through skin-to-skin contact. Substitute something else — smile, wave, or bump elbows.
Avoid the lunchroom rush
Whether you eat lunch in the employee dining room or at a restaurant, avoid the rush, and the hour immediately following. Eat earlier or later, or eat with just a few people in a conference room or large office.
Substitute telemeetings for face-to-face meetings
Reducing the number or duration of face-to-face meetings reduces the opportunity for virus transmission. Shift as much of the agenda as possible to email or teleconference.
Use larger conference rooms
If you must meet face-to-face, use the largest available conference room. Larger rooms have better ventilation, and there's more room to spread out.
Avoid using public pens
Public pens are found at the retail counter, at the building or hotel guest registration, at the bank, in the benefits office, and many other places. Use your own pen. In conference rooms, don't use the public whiteboard markers. Carry your own.
Avoid the commuter rush periods
If you commute via public transportation, take advantage of your employer's flex time policy to shift your working hours. Avoid times when you'll be exposed to crowds.

Over the next months, you'll pick up lots more tips for social distancing. Send them to me and I'll spread them around. Go to top Top  Next issue: My Right Foot  Next Issue

101 Tips for Preparing for Pandemic FluIs your organization fully prepared for pandemic flu? Do you have new products scheduled for release in the next eighteen months? Have you considered what a pandemic event might do to your plans? For some novel ideas for making your organization pandemic-resistant, check out my tips book 101 Tips for Preparing for Pandemic Flu.

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

Your comments are welcome

Would you like to see your comments posted here? rbrenYQnkmakhcjWJgzZXner@ChacrevicsGURodpllDmoCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Personal, Team, and Organizational Effectiveness:

Helping each otherWhen We Need a Little Help
Sometimes we get in over our heads — too much work, work we don't understand, or even complex politics. We can ask for help, but we often forget that we can. Even when we remember, we sometimes hold back. Why is asking for help, or remembering that we can ask, so difficult? How can we make it easier?
What not to eat on the phone: Peanut butterVirtual Communications: III
Participating in or managing a virtual team presents special communications challenges. Here's Part III of some guidelines for communicating with members of virtual teams.
Mess line, noon, Manzanar Relocation Center, California, 1943Remote Facilitation in Synchronous Contexts: II
Facilitators of synchronous distributed meetings — meetings that occur in real time, via telephone or video — encounter problems that facilitators of face-to-face meetings do not. Here's Part II of a little catalog of those problems, and some suggestions for addressing them.
The USS Indianapolis on July 10, 1945, off Mare IslandCoping with Layoff Survival
Your company has just done another round of layoffs, and you survived yet again. This time was the most difficult, because your best pal was laid off, and you're even more fearful for your own job security. How can you cope with survival?
U.S. Air Force Staff Sgt. Christa Quam holds her puppyBe With the Real
When the stream of unimportant events and concerns reaches a high enough tempo, we can become so transfixed that we lose awareness of the real and the important. Here are some suggestions for being with the Real.

See also Personal, Team, and Organizational Effectiveness and Effective Meetings for more related articles.

Forthcoming issues of Point Lookout

Children playing a computer gameComing July 18: High Falutin' Goofy Talk: III
Workplace speech and writing sometimes strays into the land of pretentious but overused business phrases, which I like to call high falutin' goofy talk. We use these phrases with perhaps less thought than they deserve, because they can be trite or can evoke indecorous images. Here's Part III of a collection of phrases and images to avoid. Available here and by RSS on July 18.
Office equipment — or is it office toys?And on July 25: Exploiting Functional Fixedness: II
A cognitive bias called functional fixedness causes difficulty in recognizing new uses for familiar things. It also makes for difficulty in recognizing devious uses of everyday behaviors. Here's Part II of a catalog of deviousness based on functional fixedness. Available here and by RSS on July 25.

Coaching services

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

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

The Race to the South Pole: The Power of Agile Development
On 14The Race to the Pole: An Application of Agile Development December 1911, four men led by Roald Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished. As historical drama, why this happened is interesting enough. Lessons abound. Among the more important lessons are those that demonstrate the power of the agile approach to project management and product development. Read more about this program. Here's a date for this program:

The Power Affect: How We Express Our Personal Power
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.

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.