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:
- When You're Scared to Tell the Truth
- In the project context, we need to know that whatever we're hearing from colleagues is the truth as
they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of
the advantages of telling the truth.
- Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the
problem. The budget swap is one technique for making ends meet. It distorts organizational data, and
it's just plain unethical.
- Some Truths About Lies: I
- However ethical you might be, you can't control the ethics of others. Can you tell when someone knowingly
tries to mislead you? Here's Part I of a catalog of techniques misleaders use.
- Currying Favor
- The behavior of the office kiss-up drives many people bats. It's more than annoying, though —
it does real harm to the organization. What is the behavior?
- The Attributes of Political Opportunity: The Finer Points
- Opportunities come along even in tough times. But in tough times like these, it's especially important
to sniff out true opportunities and avoid high-risk adventures. Here are some of the finer points to
assist you in your detective work.
Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenBZqzLqtcKtdhhKcHner@ChacESDchteVbXbvhurGoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Ten Project Management Fallacies: The Power of Avoiding Hazards
- Most of what we know about managing projects is useful and effective, but some of what we know "just ain't so." Identifying the fallacies of project management reduces risk and enhances your ability to complete projects successfully. Even more important, avoiding these traps can demonstrate the value and power of the project management profession in general, and your personal capabilities in particular. In this program we describe ten of these beliefs. There are almost certainly many more, but these ten are a good start. We'll explore the situations where these fallacies are most likely to expose projects to risk, and suggest techniques for avoiding them. Read more about this program. Here's a date for this program:
- 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.