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
Do you have an addition to this list? Send it to me.
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!
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More articles on Ethics at Work:
- It Might Be Legal, but It's Unethical
- Now that CEOs will be held personally accountable for statements they make about their organizations,
we can all expect to be held to higher standards of professional ethics. Some professions have formal
codes of ethics, but most don't. What ethical principles guide you?
- Non-Workplace Politics
- When we bring national or local political issues into the workplace — especially the divisive
issues — we risk disrupting our relationships, our projects, and the company itself.
- Some Truths About Lies: II
- Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage
if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
- When You Aren't Supposed to Say: I
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. When we encounter individuals who try to extract that information, we're better able to protect
it if we know their techniques.
- Ethical Influence: I
- Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing
that almost all of us consider ethical. Here's a framework that makes a good starting point.
Forthcoming issues of Point Lookout
- Coming May 24: Unresponsive Suppliers: II
- When a project depends on external suppliers for some tasks and materials, supplier performance can affect our ability to meet deadlines. How can communication help us get what we need from unresponsive suppliers? Available here and by RSS on May 24.
- And on May 31: Unresponsive Suppliers: III
- When suppliers have a customer orientation, we can usually depend on them. But government suppliers are a special case. Available here and by RSS on May 31.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenfUaHFYMkWcyuhyngner@ChacqRlgplONtFZRGqjAoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Changing How We Change: The Essence of Agility
- Mastery of the ability to adapt to unpredictable and changing
circumstances is one way of understanding the success of Agile methodologies for product development.
Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena.
By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and
portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development
to efforts of all kinds. Read more about this program.
Here's an upcoming date for this program:
- Holiday Inn I-64 West End,
2000 Staples Mill Road, Richmond, VA 23230: May 17,
Monthly Meeting, Central Virginia Chapter of The Project Management Institute. Register now.
- Holiday Inn I-64 West End, 2000 Staples Mill Road, Richmond, VA 23230: May 17, Monthly Meeting, Central Virginia Chapter of The Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's an upcoming date
for this program:
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
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- On 14 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, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here's an upcoming date for this program:
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street, Rocky Hill, CT 06067: September 20, Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.