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.
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.
The article you've been reading is an archived issue of Point Lookout, my weekly newsletter. I've been publishing it since January, 2001, free to all subscribers, over the Web, and via RSS. You can help keep it free by donating either as an individual or as an organization. You'll receive in return my sincere thanks — and the comfort of knowing that you've helped to propagate insights and perspectives that can help make our workplaces a little more human-friendly. More
Your comments are welcomeWould you like to see your comments posted here? rbrengUAFStAGuDPHQxGqner@ChacGAJdWjFDICHiwRhboCanyon.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 Personal, Team, and Organizational Effectiveness:
- Who Would You Take With You to Mars?
- What makes a great team? What traits do you value in teammates? Project teams can learn a lot from the
latest thinking about designing teams for extended space exploration.
- Completism is the desire to create or acquire a complete set of something. In our personal lives, it
drives collectors to pay high prices for rare items that "complete the set." In business it
drives us to squander our resources in surprising ways.
- The Ups and Downs of American Handshakes: II
- Where the handshake is a customary business greeting, it's possible to offend accidentally. Here's Part
II of a set of guidelines for handshakes in the USA.
- Solutions as Found Art
- Examining the most innovative solutions we've developed for difficult problems, we often find that they
aren't purely new. Many contain pieces of familiar ideas and techniques combined together in new ways.
Accepting this as a starting point can change our approach to problem solving.
- How We Waste Time: II
- We're all pretty good at wasting time. We're also fairly certain we know when we're doing it. But we're
much better at it than we know. Here's Part II of a little catalog of time wasters, emphasizing those
that are outside — or mostly outside — our awareness.
Forthcoming issues of Point Lookout
- Coming October 25: Workplace Memes
- Some patterns of workplace society reduce organizational effectiveness in ways that often escape our notice. Here are five examples. Available here and by RSS on October 25.
- And on November 1: Risk Creep: I
- Risk creep is a term that describes the insidious and unrecognized increase in risk that occurs despite our every effort to mitigate risk or avoid it altogether. What are the dominant sources of risk creep? Available here and by RSS on November 1.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenUeVByKIlCddcqKWyner@ChacSFMaZSOFWuXTNgxyoCanyon.com or (617) 491-6289, 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
- 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.