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 transmissionSocial 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.
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Is 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.
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Forthcoming issues of Point Lookout
- Coming November 27: Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation is underway. When asked, those conducting these interrogations often deny they're doing it. What's the nature of implicit interrogations? Available here and by RSS on November 27.
- And on December 4: Implicit Interrogation Tactics
- When one person tries surreptitiously to extract information from another at work, an implicit interrogation is taking place. Here are seven tactics that people use to interrogate others without revealing what they're doing. Available here and by RSS on December 4.
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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.