The rise of digital communication has increased concerns about workplace email etiquette, with researchers and workplace behavior specialists warning that both the nature of email and individual psychological factors can contribute to misunderstandings, perceived hostility, and escalating conflict.

Experts say recipients are often inclined to interpret messages negatively, particularly when they are under stress or experiencing emotional strain. According to workplace researchers cited in the analysis, people dealing with anxiety or stress are more likely to perceive ambiguous messages as hostile or dismissive. Additional factors such as fatigue and alcohol consumption can further impair judgment and self-control, increasing the likelihood that individuals send messages that appear sharper or more confrontational than intended.

The structure of email communication itself also plays a significant role. Haun, a workplace communication expert referenced in the report, argues that email creates a degree of psychological distance between sender and recipient. Without direct personal interaction, individuals can lose sight of the emotional impact their words may have on colleagues.

This dynamic resembles behavior observed in other settings where people interact indirectly. Organizational psychologist Amy Diehl Robinson compared email exchanges to interactions between drivers on a road, suggesting that individuals often behave more abruptly when separated from others than they would during face-to-face encounters in everyday environments such as stores or workplaces.

A central challenge stems from the absence of nonverbal communication cues. Unlike in-person conversations, emails do not convey facial expressions, body language, vocal tone, or other signals that help people interpret intent. As a result, messages that are intended to be neutral can easily be perceived as rude.

Communication researcher Yuan noted that formatting choices frequently contribute to these misunderstandings. Messages written in capital letters may be interpreted as shouting, while brief replies such as “Fine,” “Done,” or “OK” can appear dismissive. Requests that omit greetings, pleasantries, or expressions such as “please” and “thank you” may also be viewed negatively.

Delayed responses to time-sensitive requests can similarly be interpreted as disrespectful, even when no offense was intended.Experts say personal circumstances often shape how messages are received. Haun acknowledged that people frequently assign a negative tone to an email during stressful moments, only to discover upon rereading it later that the wording appears neutral.

Such reactions highlight how emotional state can influence perceptions of workplace communication.The issue has become more pronounced as remote and hybrid work arrangements have expanded. Before the COVID-19 pandemic, remote work accounted for an estimated 5% to 10% of employees.

That figure has since increased to roughly one-quarter of the workforce, according to estimates cited in the report.Researchers argue that reduced face-to-face interaction can weaken workplace relationships and increase feelings of social isolation.

When employees have fewer opportunities to build personal rapport with colleagues, they may become more likely to interpret ambiguous communications as unfriendly or disrespectful. In addition, remote environments provide fewer informal opportunities to clarify misunderstandings before they develop into larger disputes.

Experts also point to gender-related differences in how workplace communication is evaluated. Robinson argues that women frequently face higher expectations regarding warmth and politeness in written correspondence. While direct or concise communication from men may often be accepted without criticism, similarly brief messages from women can sometimes be viewed as abrupt or impolite.

Drawing on personal experience, Robinson said she once sent what she regarded as an assertive email to senior colleagues, only to be told that its tone was unexpectedly harsh. She suggested that the same message might have attracted less scrutiny had it been sent by a male colleague in a comparable position.Researchers warn that misunderstandings can quickly escalate when recipients respond emotionally to perceived slights.

The resulting cycle of increasingly curt exchanges can damage workplace relationships and productivity.To prevent conflicts from intensifying, experts overwhelmingly recommend shifting sensitive conversations away from email whenever possible. Haun said direct communication through a phone call or face-to-face discussion is often more effective at resolving misunderstandings because it restores the verbal and nonverbal cues missing from written exchanges.

Giumetti, another workplace behavior specialist cited in the report, agreed that live communication can interrupt cycles of incivility before they escalate into broader disputes. By addressing concerns directly, employees can clarify intent and reduce the risk of prolonged conflict.When written responses are necessary, experts recommend taking time before replying.

Rather than reacting immediately to a message perceived as rude, recipients should respond professionally and seek clarification. Phrases that confirm understanding or request additional context can help prevent unnecessary escalation.Robinson advises employees to adopt the most charitable interpretation possible when faced with ambiguous messages.

Rather than assuming hostility, recipients should consider the possibility that the sender was under pressure, distracted, or unaware of how their wording might be perceived.Organizations also have a role in reducing email-related tensions.

Giumetti recommends that employers establish clear expectations regarding digital communication, including workplace “netiquette” standards. Such guidelines can help employees understand appropriate tone, response times, and communication practices.He also advocates policies that limit expectations for after-hours email activity.

According to Giumetti, employees are more likely to be tired, stressed, or less attentive outside standard working hours, increasing the risk of poorly considered communications. Measures designed to reduce after-hours messaging may therefore help improve overall workplace interactions.

In addition, organizations should maintain formal procedures for reporting workplace mistreatment, including incidents involving repeated email incivility. Clear reporting mechanisms can help address patterns of behavior before they affect morale or workplace culture.Leadership behavior remains a critical factor. Haun emphasized that managers often establish communication norms within teams.

Leaders who routinely send abrupt or overly concise emails may inadvertently encourage similar behavior among employees, while those who model respectful and thoughtful communication can promote more constructive workplace interactions.Experts also caution against the use of phrases that have acquired negative connotations in professional settings.

One example is “per my last email,” which communication specialists say is increasingly interpreted as a coded expression of frustration or hostility.

Yuan noted that while the phrase may appear neutral on its face, many employees now associate it with criticism or impatience, making it more likely to inflame tensions rather than resolve them.

Studies show that almost 98 per cent of people say they have experienced uncivil behaviour in the workplace, a phenomenon that has gotten worse during Covid-19.

“With the caps lock key and the stroke of an exclamation point, your co-worker has just done the equivalent of shouting at you across the office,” University of Illinois academics Zhenyu Yuan and YoungAh Park, write in Scientific American.

Their research, published in the Journal of Occupational Health Psychology, says it’s time to start taking “email incivility” seriously. Not all rudeness is deliberate, but it can still grind you down – even affecting your sleep.

While good communication is always a challenge, the shift to homeworking and the over-reliance on written communication can make misunderstandings more likely. With emails and digital communications increasingly vital, organizations which can balance these demands with protecting employees’ work-life balance are more likely to thrive in the next normal.

What’s the problem?

Email rudeness comes in two flavours, the researchers say – ‘active’ and ‘passive’. Active email rudeness is perhaps the easiest to define. It could be an angry email from a disgruntled client where the recipient (often not the person who has caused the perceived problem) gets both barrels – sometimes in CAPS LOCK.

Passive rudeness is harder to define. It could be not replying to an email for days on end, or not acknowledging a part of an email. Which then leaves the other person wondering – is that person really ignoring me, or just really busy?

Whether or not it’s deliberate, email rudeness can still hurt. According to the two studies that informed the paper, active incivility is more likely to heighten emotions, particularly while at work. But passive emails can cause damage, too.

This latter type of incivility is “positively associated with insomnia, which then leads to heightened negative affect at the beginning of the workday,” the researchers say. It may not be coincidental that there has been a reported rise in disturbed sleep in recent months.

On the rise

But even before the digital deluge that has come with the global surge in remote working, a number of studies had found evidence that the workplace was getting ruder.

In 1998, one-fourth of employees polled said they were treated rudely at least once a week. By 2016 that figure had risen to 62%. Indeed, 98% have reported uncivil behaviour of some sort.

A number of factors are to blame, says Christine Porath, a leading academic in the field of workplace incivility. These include an increasing sense of isolation, as well as poor communications.

“In the digital age messages are prone to communication gaps and misunderstanding,” she writes in a McKinsey article, “and unfortunately putdowns are easier when not delivered face to face.”

And the consequences of rudeness can be severe. According to the Harvard Business Review, those who suffer it may have lower engagement with work, more mental and physical health problems, a greater likelihood of burning out and even quitting their jobs.

Fixing Incivility

The good news is, as far as email incivility is concerned, there are ways to deal with the problem. And the secret is learning – and being enabled – to switch off.

“People may have a tendency to revisit a disturbing email or constantly check for a response that they requested, which may only aggravate the distress of email rudeness,” Zhenyu Yuan from the University of Illinois at Chicago told Phys.org. Instead, he says, the solution requires willpower. Employees need to “psychologically detach” after a day of electronic incivility. But this is not a battle workers should be fighting alone.

Managers also need to take a lead in countering email incivility – especially in a time when staff are already stressed. Flexibility and clarity around expectations is key. Avoid the temptation to send a message at 4:45pm just to test workers are still online, advises Harvard Business School professor Tsedal Neeley. And if a manager emails on a Sunday, they should make it clear that the reply can come on Monday.

Picking the right form of communication can also help, found a McKinsey study on remote working in China during the pandemic. Chats or video conferencing could help lessen the email deluge, for instance.

Because if companies, and economies, are to recover from the current crisis, they need to ensure communication is flowing – and employees can focus on big team goals, not big team rifts.

This article first published in the World Economic Forum.