In Part I of this series, we explored how email exchanges are susceptible to differences in the elapsed time between someone authoring a message and its recipients reading it. We called that elapsed time end-to-end latency. One consequence of what we called "end-to-end latency" is a lengthening of the time window during which incorrect message content might be mistakenly regarded as correct. In this Part II, we examine two more consequences of end-to-end latency.
- Scrambled time order
- Because of variations in latency, the time order (either receipt or origination) of contributions can differ from what would have been their time order if the conversation had been conducted in a synchronous medium environment, such as telephone, teleconference, or face-to-face. For example, in a synchronous medium, time order of contributions is identical for all participants. Not so in email, because of variations in end-to-end latency.
- During the During the end-to-end latency
period of a given message,
the conversation can evolve in
ways that render the message
irrelevant, incorrect, or
worse — incorrect but
regarded as correctend-to-end latency period of a given message, the conversation can evolve in ways that render the message irrelevant, incorrect, or worse — incorrect but regarded as correct. Any recipients who read their email in forward time order of receipt (or origination) might be wasting their time, especially if they try to respond to a message that has been overtaken by events. This problem is amplified if they actually send responses based on an outdated understanding of the situation.
- To manage this risk, some recipients might read their email in reverse time order of receipt (or origination). But they might have difficulty understanding later messages due to lack of context knowledge and backward references.
- In most synchronous meetings there's some control of the current topic. With more than three to five participants, the Chair or facilitator calls on individuals, who are then expected to offer relevant contributions. In smaller meetings, cultural norms usually provide a relevance constraint that similarly ensures that contributions relate to the current topic. Such a conversation structure is called monochronic — it addresses one topic at a time.
- By contrast, few email exchanges are facilitated. They are therefore more likely to be polychronic — addressing two or more topics concurrently. Participants are free to contribute whatever they want whenever they want. And because of variations in end-to-end latency, contributions to a particular topic can continue to appear even after most participants regard the topic as closed. The resulting structure might contain multiple "threads," developing in one intertwined and sometimes-confusing jumble. In some cases, a single message might contain contributions to multiple threads.
- Some groups try to limit the confusion by means of email subject lines. By carefully pairing their contributions with appropriate subject lines, they can make conversation threads more obvious. But there is no central control. Each contributor is responsible for choosing the right subject line, and deviations are common. And topics can be reopened at any time. Often, confusion reigns.
The results we achieve with email are different from — and often inferior to — the results we would have achieved with actual conversation, either by telephone or face-to-face. Yet we use email because we choose not to spend resources on travel or state-of-the-art video conferencing. The choice might or might not be justified economically, but most organizations don't know, because they don't track the cost of bad decisions. First in this series Top Next 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!
- By Baylis, HigherEdByBaylis LLC
- For all 40 years of my active academic career as a college administrator, I believed that face-to-face communication was preferable to written communications. However, one afternoon, that all changed. As the result of the implosion of a benign meningioma due to a burst an aneurysm produced two life-changing events. It was as if a switch was thrown in my head and my thinking was no longer verbally based. I found myself thinking visually. I read or heard words my mind immediately went to a visual picture. I had to process that picture visually. To communicate back, I had to translate the pictures back into words. Responses will no longer instantaneous. I was fighting a fiendish deficiency, which I call "oral aphasia." I can no longer count on calling up words on demand. In order to have a meaningful oral conversation, I must rehearse what I intend to say before I utter the phrases.
- For the past decade, email has become my preferred means of communication because I have time to process my thoughts into appropriate language.
- Although I stated earlier that as an administrator I preferred face-to-face communication, early in my career I came to the realization that there were times when the written word was absolutely necessary. In legal terms, a verbal contract is not binding.
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More articles on Effective Communication at Work:
- Dangerous Phrases
- I recently upgraded my email program to a new version that "monitors messages for offensive text."
It hasn't worked out well. But the whole affair got me to think about everyday phrases that do tend
to set people off. Here's a little catalog.
- Can You Hear Me Now?
- Not feeling heard can feel like an attack, even when there was no attack, and then conversation can
quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the
message that you actually did hear.
- 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.
- Publish an Internal Newsletter
- If you're responsible for an organizational effort with many stakeholders, communicating with them is
important to success. Publishing an internal newsletter is a great way to keep them informed.
- When the Answer Isn't the Point: II
- Sometimes, when we ask questions, we're more interested in eliciting behavior from the person questioned,
rather than answers. Here's Part II of a set of techniques questioners use when the answer to the question
wasn't the point of asking.
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- 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.
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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.