As an online faculty for adult learners, we do use our classrooms
as a laboratory for learning how email communications impact
our relationships at work. I totally agree with you that this is
a whole new area of communications with different impact
issues that have to be studied and learned.
We teach the importance of using the delete button (with gusto)
to express frustration .... vs taking it out on others in a flaming
reply.
We teach the importance of waiting until we calm down before
we "say" something back to others. In person it is more difficult
to delay response, but still as important not to vent our feelings
all over another person. In email, it is easier to delay and
respond when we have calmed down.
Plus, we teach and learn from experience, the many ways people
can misunderstand, misinterpret and twist what we "say" ... and
how we do this when we "listen." Hopefully, we learn to clarify
what we say and what we hear.
So, yes, a listserv is a communications laboratory ... a great opportunity
to learn about our own communications methods, impact and to
improve it. Information we can all take back to our own courses
and use both online and onground.
----- Original Message -----
From: "Michael Cook" <
michaelscook@HOTMAIL.COM>
To: <
MG-ED-DV@MAELSTROM.STJOHNS.EDU>
Sent: Friday, December 10, 1999 7:34 AM
Subject: Internet as communication tool
> Management educators et al.:
>
> Our recent flurry of hurt feelings, unsubscribing, and
> I'll-just-take-this-offline-so-there-ing has me musing about the
> communication foibles of the internet and e-mail, and its variants such as
> listservs. All of the above, of course, are common enough in various
> listservs, and are not unique to mg-ed-dv; they have been discussed (and
> joked about) a million times in a thousand forums; I won't further pursue
> them generically here. But what IS interesting to me, is that, as a
field,
> management education and development (at least as illustrated by
mg-ed-dv)is
> just as subject to them as anywhere else. We don't seem to be ahead of
the
> curve at all in coming up to speed on using this communication tool,
despite
> its (obvious?) relevance to management communication. Why do you think
that
> is?
>
> I suspect two answers to my question. The first is the usual critique of
> e-mail communication as being sort of "real time" but sort of not. That
is,
> it has some of the impact of direct, face-to-face communication, without
the
> moderating impact that real face-to-face communication has, kind of like
the
> impersonal bombing of civilians from 30,000 feet in the sky. But this
> aspect is common to all e-mail, and, I presume, will become less of an
issue
> as the rules and etiquettes of this relatively new form of communication
are
> more widely disseminated and accepted, and as people become more
technically
> proficient at it (for example, don't reply directly to a listserv to
> unsubscribe and so forth). This aspect, I'm guessing will therefore go
away
> in time as people learn to use the media appropriately.
>
> However, my second answer may be more specific to management development
> education, and other such areas in which the "facts" are in much dispute.
> Because we don't have any indisputable answers to management questions,
> everything is up for grabs, and therefore, more personal than it might
> otherwise be. For example, could you imagine a biologists' forum getting
> up in arms about, say, cell theory? Maybe they would debate details of
> biological structure, but there would likely be little discussion of
whether
> mammals are primarily constructed of cells. We however, debate
> everything--rightly in my opinion. And usually, the only arbiter is our
own
> ability to shout down the opposition, which is hard to do in this medium,
> unless you SPELL EVERYTHING IN CAPS, which just looks silly.
>
> So, as educators in some fashion or other (I'm a private project
management
> training consultant) we need to be particularly sensitive to how e-mail
and
> its cousins work. Increasingly, managers will need to rely on this forum
as
> they manage large, distributed work teams, and communicate with their own
> supervisors. 21st century managers will need to understand the impacts
that
> their quickly dashed-off missives have. Maybe we should be using mg-ed-dv
> as a laboratory for understanding how this media works and what its
> drawbacks are. We could, of course, just quit--but would that be serving
> our students?
>
> Michael S. Cook, Ph.D.
> Colleague Consulting and New Millennium Learning
> Laurel, Maryland, USA
> Technical and management training and performance improvement
> On-line management and sales training at
www.newmille.com
>
>
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