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Manager’s Choice
The Tyranny of E-Mail
Readers Respond
Here are readers’ ideas for coping with this month’s Manager’s Choice dilemma. To post your own ideas, see the instructions at the bottom of this page.
NOT A MODE PROBLEM
The problem is not the mode of communication. The problem would have occurred if it had been in a memo, voice mail, or e-mail. The problem was that the subordinate made a decision that needed the chief of staff's approval. A major policy decision was made in the e-mail. I suspect that if the school superintendent was paying attention he probably knew that he was running afoul of the mayor's policy direction and purposely slipped the contract through while giving himself an opening to lay blame elsewhere when the issue exploded.
This was not an emergency decision, and it should be communicated to the subordinate that he/she needs to lay the groundwork for major policy decisions ahead of time with the chief of staff, mayor, or city manager.
Michael J. Steklac
City Administrator
Gering, Nebraska
INGREDIENTS FOR MISCOMMUNICATION
I really enjoyed the "Tyranny of E-Mail" scenario. While it highlighted a number of common decision-making and communication problems, for me the crux of the problem resolved around two very non-technical issues: making assumptions and following up.
In this case, Darrell Beck assumed the mayor's chief of staff would read his e-mail the same day it was sent and would respond only if there were problems. He made no allowances for lost or delayed email, a broken computer, the recipient's absense from the office that day, or even a simple misreading. Worse, his message was written to eliminate his need to follow up before proceeding with the agreement with ZC Distributors. Obviously, these are the ingredients for miscommunication and disaster.
The solution is the same whether the communication is by e-mail, fax, memo or carrier pigeon: Never assume the message was received and understood, confirm it! The burden to confirm should be on the sender, not he recipient. And doing so is all the more important when the topic is time-sensitive, complicated or potentially contentious.
Jim Bell
Information Technology Director
New York Senate
Albany
TEACHABLE MOMENT
E-mail is an effective tool when used correctly. The chief of staff needs to learn from this experience and use it as a "teachable moment" by telling his subordinates that:
1. A reasonable amount of lead time is required for decisions (and specify what that is!).
2. If something is "hot," make that the heading of the email or memo etc.
3. If something is hot, follow up with a phone call--and connect!
4. When recommending a certain decision, advise of possible land mines.
Good communications is a process, not a one-time event. Good managers work on this all of the time.
Dennis Barry
Director
Program Support Division
Connecticut Department of Social Services
Hartford
LESSON NEEDED
I agree it is not a mode problem. The superintendent would have found a way to "hide" the decision whether he used e-mail or not. The problem is not the mode of communication but rather the fact that the superintendent used it as a convenient way to camouflage a touchy or politically sensitive decision he wanted to make but knew likely wouldn't get approved. This is one of those decisions that, if a staff member can make it happen, the boss has to live with it and make it work. The superintendent needs a lesson in communication and responsibility in decision-making rather than a directive to change his communication medium.
Frances David
Director of Finance
Berkeley, California
NOT A TECHNOLOGY ISSUE
I cannot see this happening more than once. If any one of my employees pulled this, they would be reprimanded severely. This is not a technology issue, but lack of management.
Russ Brodie
Program Manager
Arizona Department of Environmental Quality
Phoenix
CONSCIOUS THOUGHT AND ACTION
I agree with the proposed solution, and would add one more tenet: that no decisions of any significance or magnitude may be made by default (i.e., "x" will happen if you don't respond within 24 hours...). This approach forces all of the other suggested ideas into place: followup, direct connection with the person(s) involved, and clarity of responsibility. Appropriate decision-making requires conscious thought and action, not passive/aggressive passing the buck.
Lee A. Krohn
Planning Director
Manchester, Vermont
CURIOUS STRUCTURE
Having read the responses, I am a little bit curious about the political structure of cities where the commentators have had experience. Referring to the superintendent of schools as a "subordinate" of the mayor, let alone of the mayor's chief of staff, strikes me as a distinctly inappropriate description of the relationship between those two officials. It appears to me that there must be a somewhat hostile relationship between the mayor and the school system and that the superintendent was just covering himself by being able to claim he let the mayor's office know of the press conference in advance. I'm suprised that the press conference was called off.
Charles W. Gossett
Associate Professor
Director, MPA Program
Georgia Southern University
Statesboro, Georgia
The writer is a former special assistant to the mayor of Washington, D.C.
COVERING A POSTERIOR
One question: Can the e-mail be configured to allow for acknowledgement of receipt or at least marked as "Opened" in sender's "Sent" folder? I have, so far, managed to avoid this problem by scanning senders rather than subjects. It is a good way to pass over routine reports and spam.
I see that the school superintendent operates under the philosophy that forgiveness comes easier than permission.
I agree with the professor's questions/concerns about a city where the school superintendent is a subordinate of the mayor or the mayor's chief of staff. In just about every town and city where I have lived and worked, the school superintendent is hired by and answers to a school board or president of the school board.
The problem is not in the method of communication, as this issue can easily arise with a paper memo, message left with a secretary, voice mail or even a verbal conversation.
The problem, as I see it, is that the super had a desire to cover his posterior or spread the blame by (however half-heartedly) keeping the mayor's office in the loop. This is the classic responsibility-shifting artifice that is practiced by staff in most organizations. Could some kind of reward for initiative or offer of cover for initiatives that go sour help alleviate the problem?
Karl L. Peterson Jr., P.E.
CADD Manager, Bureau of Design
Cook County Highway Department
Chicago
Agree or disagree? If you think you have a better way to deal with this month's Manager's Choice dilemma or would like to expand on the approaches presented here, share your thoughts with other readers. Send your solution to mailbox@governing.com. Please include your name, location, government or business title or job description, and a daytime phone number (for verification purposes).
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