When we work together to resolve issues or make decisions, or even to gather information, we engage in a series of exchanges. We ask and respond to questions, report status, propose explanations, provide opinions, and much more. We do this in email, by teleconference, in face-to-face meetings, and at times, by text message. One exchange can even span several of these media. But because so many of us are moving targets, email has become a primary means of carrying out these exchanges. It's so dominant that we use it even when we don't need to, and that's where the trouble begins.
Exchanging email is a kind of conversing, but it differs from telephone and face-to-face conversation in important ways. Email doesn't represent emotive content faithfully; the writing skills of authors of email are variable; and authors tend to dash off messages without careful thought. I could go on.
But four properties of email exchanges expose participants to elevated risk of making wrong decisions. These four receive much less attention than they deserve. Here in Part I are two of these properties.
- End-to-end latency
- In the context of email exchanges, latency is usually defined as the time between origination and receipt of a contribution to the conversation. We can call this form of latency transmission latency. It can differ for different participants. Perhaps more significantly, and more usefully, latency could be defined as the time between the author's conceiving a contribution and the recipient's reading it. We can call this kind of latency end-to-end latency. What happens during the end-to-end latency period includes all transmission delay, but also delays caused by workplace interruptions, offsets in the sleep-wake cycle, urgent demands for the attention of authors and recipients, and other factors.
- In some Email exchanges are unlike
Time delays can
have severe effects.instances, end-to-end latency can be infinite. This happens when spam filtering blocks or quarantines messages; when authors intend to contribute but fail to do so for some reason; when recipient errors or high incoming email volume cause recipients to overlook messages; or when recipients misinterpret messages and on that faulty basis elect not to respond.
- Duration of message content validity
- In synchronous meetings — face-to-face, live video, or telephone — when a participant's contribution is invalid in some respects, other participants can offer corrections almost immediately or relatively quickly. The original contributor might then either dispute or accept the correction, equally immediately. Invalid contributions have relatively short lifetimes.
- By contrast, in email exchanges, invalid contributions can have longer — sometimes much longer — effective lifetimes, because of the longer end-to-end latency of email messages. And during the time in which the invalid content is extant, it can spin off additional content that itself can be invalid. When contributions correcting the original message finally appear, the original poster might not see them immediately, which further delays final resolution of the issue.
Are you so buried in email that you don't even have time to delete your spam? Do you miss important messages? So many of the problems we have with email are actually within our power to solve, if we just realize the consequences of our own actions. Read 101 Tips for Writing and Managing Email to learn how to make peace with your inbox. Order Now!
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!
Your comments are welcomeWould you like to see your comments posted here? rbrenqSMVnOVjjKRIwQMdner@ChacAaUZHAnyuchuEUUqoCanyon.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.
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.
More articles on Effective Communication at Work:
- Controlling Condescension
- Condescension is one reason why healthy conflict becomes destructive. It's a conversational technique
that many use without thinking, and others use with aggressive intention. Either way, it can hurt everyone
- Unwelcome Workplace Hugs
- Some of us are uncomfortable about workplace hugs, and some want to be selective. Sometimes hugs are
simply inappropriate. Here are some tips for dealing with unwelcome workplace hugs.
- Towards More Gracious Disagreement
- We spend a sizable chunk of time correcting each other. Some believe that we win points by being right,
or lose points by being wrong, but nobody seems to know who keeps the official score. Here are some
thoughts to help you kick the habit.
- On Facilitation Suggestions from Meeting Participants
- Team leaders often facilitate their own meetings, and although there are problems associated with that
dual role, it's so familiar that it works well enough, most of the time. Less widely understood are
the problems that arise when other meeting participants make facilitation suggestions.
- Reframing Hurtful Dismissiveness
- Targets of dismissive remarks often feel that their concerns are being judged as unimportant, which
can be painful when their concerns are real. But there is an alternative to pain. It requires a little
skill and discipline, but it can work.
Forthcoming issues of Point Lookout
- Coming August 22: Dealing with Credit Appropriation
- Very little is more frustrating than having someone else claim credit for the work you do. Worse, sometimes they blame you if they get into trouble after misusing your results. Here are three tips for dealing with credit appropriation. Available here and by RSS on August 22.
- And on August 29: Please Reassure Them
- When things go wildly wrong, someone is usually designated to investigate and assess the probability of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that role falls to you. Available here and by RSS on August 29.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrengAoToqmQAmhMHDMAner@ChacqbbLhFxpkTXLleOioCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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
- 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.