E-mail: A Business Blessing or a Curse?

By Heather C. Conover
Conover + Company Communications

We've all had the experience of sitting in a meeting with our colleagues or clients and later finding out that we each left with a completely different impression or understanding of actions to be taken. Because we each bring a different frame of reference to every experience and conversation, it is more likely than not that two people listening to the same speaker will have somewhat, if not completely, different interpretations of what was said.

As e-mail becomes the preferred method of communicating for many of us, it more and more frequently replaces face to face meetings and telephone conversations. While seemingly a very efficient tool for organizations, it often exacerbates inter- and intra-office communications problems. Its very form lends itself to miscommunication and, as a result, heightens the likelihood of costing a company valuable time and, ultimately, money.

Still, it's difficult to argue against the many benefits e-mail has brought us. It can be written and received at any time of day or night, we can communicate with colleagues and clients throughout the world, it is not dependent upon two or more parties being available to send and receive information at the same time, and it is fast and cheap.

In order for e-mail to be effective and efficient for an organization, the sender must treat it as a communications tool and not as a means of avoiding necessary conversations and other good business practices. According to communications researchers, spoken language makes up less than 10% of the meaning of a message. Hence the opportunity for miscommunication via e-mail is tremendous, since the receiver of an e-mail does not have the benefit of those all-important non-verbal signals, such as facial expressions, gestures, sighs, laughter, tone of voice, or emphasis.

When communicating via e-mail, the sender must, therefore, be extremely careful to select the correct words to convey not only the substance, but also the tone of the message he or she wants to be received. This means anticipating for possible areas of confusion and misunderstanding, as well as considering whether to use soft or strong language, providing appropriate detail, highlighting for emphasis, and making references to past conversations, meetings, or decisions, as appropriate.

And, there are clearly times when you should still pick up the phone, set up a meeting, or walk down the hall to have that conversation.

Spring 2003 -Volume 13, Number 2

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