12.1: Electronic Mail (E-Mail)

The Air Force has learned a great deal about e-mail since it was adopted into the fabric of our Service and these lessons remain valid today. We have learned that there are both advantages and disadvantages; that we must differentiate between personal or official communications; that all communications are more effective when they are well organized; and that there are special considerations and protocols for e-mail.

Advantages and Disadvantages

Though some communication guidelines are universal (FOCUS principles, the Seven Steps to Effective Communication, etc.), e-mail is a unique medium-it’s advantages can easily become disadvantages, especially when you consider the ability to reach numerous people at once and the longevity of electronic communications.

• Three common e-mail advantages
  • It’s fast.
  • It can get to more people.
  • It’s paperless.
• Three common e-mail disadvantages
  • It’s fast ... but a quickly written e-mail can fan as many fires as it extinguishes.
  • It can get to more people ... but too many copies can clog the network and can be forwarded into the wrong hands.
  • It’s paperless ... but leaves a permanent electronic trail; can disappear permanently with power fluctuations; and too many times we print our e-mail (on recycled paper).

E-mail: Personal and Official

E-mail may have started as an informal communication technique, but today it covers the spectrum from personal to professional. Professional or official e-mail is different from personal e-mail-it’s more like a business memo. It does affect the Air Force and the rules you follow should conform to military courtesy. The same care and attention to detail should be taken with professional e-mail as with "paper copy" correspondence. The following pages provide guidelines to help keep you on track with your e-mail correspondence.

Chapter 3 of AFMAN 33-152, User Responsibilities and Guidance for Information Systems, provides guidance on what constitutes "effective use of Internet-based capabilities," especially as applied to personal and official use of e-mail. "Government-provided hardware and software are for official use and limited authorized personal use only. Limited personal use must be of reasonable duration and frequency that have been approved by the supervisors and do not adversely affect performance of official duties, overburden systems or reflect adversely on the Air Force or the DOD.”

The responsible use of Internet-based capabilities from AFMAN 33-152, chapter 3, specifically addresses or prohibits certain actions on government communication systems. The following actions are prohibited on government communication systems:

• Unauthorized personal use.
• Uses that adversely reflects on the DoD or the Air Force.
• Unauthorized storing, processing, displaying or transmitting prohibited content.
• Storing or processing classified information on any system not approved for classified processing.
• Using copyrighted material in violation of the rights of the owner of the copyrights.
• Unauthorized use of the account or identity of another person or organization.
• Unauthorized viewing, changing, damaging, deleting or blocking of another user’s files.
• Attempting to circumvent, modify or defeat security systems.
• Obtaining, installing, copying, storing or using software in violation of the appropriate vendor’s license agreement.
• Permitting an unauthorized individual access to a government-owned or governmentoperated system.
• Unauthorized modification of the network operating system or configuration.
• Copying and posting of FOUO, controlled unclassified information (CUI), Critical Information (CI) and/or personally identifiable information (PII) on DoD-owned, -operated, or -controlled publically accessible sites or on commercial Internet-based capabilities.
• Unauthorized downloading and installing freeware, shareware or any other software.

The network, like the phone, is subject to monitoring. Your e-mail is saved on back-up files and servers. Once written and sent, an e-mail is a permanent part of the electronic record.

Personal E-Mail

Personal e-mail sometimes contains shorthand and slang that would be unacceptable in a professional communication. Emoticons (facial expressions) or abbreviations are sometimes used with humor or satire in an attempt to make sure the audience doesn’t "take things the wrong way.” They are a resource, but use them sparingly. Some of them are more clever than clear, and much of your audience may only know the smiling face.

Official E-Mail

Official e-mail consumes a large part of the day for many Airmen. We can accomplish a great deal by e-mail, especially with those who are at a distance. E-mail can be particularly useful for electronically staffing official documents, ideas and initiatives. If properly managed, e-mail coordination and staffing can increase efficiency. If not managed well, e-mail staffing is just as problematic as paper folders and distribution envelopes lost in the system. To maximize the efficiency of e-mail coordination and staffing, use organizational accounts when sending correspondence to offices for coordination or action. Each MAJCOM typically issues their own guidance on the details of how electronic staffing should be implemented, and local commanders may provide additional guidelines that take into account the local conditions and unit operating procedures. Check your local guidance for electronic staffing implementation details.

Official E-Mail: An Example

A professional e-mail has three distinct qualities: FOCUS, FOCUS, and FOCUS (focused, organized, clear, understandable and supported). Experience amongst the authors of The Tongue and Quill tells us that shorter e-mails tend to communicate better than longer e-mails. This suggests that while you must address the issue, the whole issue, and nothing but the issue you cannot write War and Peace levels of detail into every e-mail and expect any action quickly. Balance what you present in an e-mail with the audience and action you need. Focus their attention on the issue and what needs to be done-nothing more, and nothing less.

From: [system-generated user information]
To: [appropriate organizational account, individuals, or distribution list for ACTION]
Cc: [as required for INFORMATION]
Subject: INFO: Air Force Doctrine Update
Date: [system-generated date-time group]

[Greeting],

BLUF: Effective 29 Oct 13, all Air Force Doctrine Documents (AFDDs) have been rescinded and replaced by core doctrine volumes and doctrine annexes.

• Core doctrine is categorized into five volumes: Volume I, Basic Doctrine; Volume II, Leadership; Volume III, Command; Volume IV, Operations; and Volume V, Support
• Each core doctrine volume is supported by one or more annexes.
• For further information, go to https://doctrine.af.mil/.

//SIGNED//
WILLIAM B. MITCHELL, Colonel, USAF
Director, Doctrine Development
LeMay Center for Doctrine Development and Education
FAX: DSN 493-0001 / Comm [phone]
[e-mail]

This example e-mail focuses readers on a major change in the way Air Force doctrine is organized. You will notice that this e-mail maintains FOCUS by addressing only the issue (F); being organized \((\mathrm{O})\); using clear language \((\mathrm{C})\); understands its audience of all Airmen \((\mathrm{U})\); and is logical with support information used sparingly (S).

Content Organization

A typical official or professional e-mail is brief and provides information or direction clearly. Some e-mails may be lengthy but should be clearly organized so that the reader has a rapid means to find out the facts and any action that may be required. As discussed in chapter 2 , the BLIND and BLUF organization techniques work well to convey a message clearly in a limited space. Recent experience suggests that the headings for the electronic staff summary sheet (eSSS) also work very well for all types of messages-not just those requiring coordination. These three methods are outlined, below:

The "BLIND" Organization Method

When your space is limited by a form or process, the BLIND method of organization places emphasis on the bottom line followed by additional key elements. The BLIND method of organization is especially useful in e-mail communications where the content is brief and needs to be seen by "the boss" for action.

• \(\mathrm{BL}=\) Bottom Line
• \(\quad I=\) Impact on the organization
• \(\mathrm{N}=\) Next steps to be taken
• \(\quad \mathrm{D}=\) Details to support the bottom line and any significant discussion points

While there are no set limits on how long a BLIND message can be, the point of the format is brevity. It is not unlike the content for the eSSS that includes Purpose, Background, Discussion, Views of Others and Recommendation; however, the BLIND organization technique is more readily used for quick messages in the field or office to a commander, leader or decision maker that provides enough substance to act without providing everything you know.

The "BLUF" Organization Method

The BLUF organization technique is even less structured than the BLIND organization technique. BLUF simply translates to "bottom line up front" with no set format for what follows. The official e-mail example, above, uses the BLUF organization method. With the BLUF method, the elements of the eSSS may be used to follow the BLUF to provide essential information. Use the technique preferred by the level of command for the intended audience of your e-mail. The point of the BLUF organization method is to maintain a focus on the action needed by leaders and decision makers while also providing key background information.

The eSSS Organization Method

By clearly stating your purpose, followed by pertinent background information, you can then present the discussion and views of others followed by a recommendation or bottom line. If used to organize an e-mail the e-SSS headings can be set to the left in all caps followed by the brief, but appropriate, content for each heading. The common eSSS headings, in order, are PURPOSE; BACKGROUND; DISCUSSION; VIEWS OF OTHERS and RECOMMENDATION. They are typically all capitals and numbered as the primary paragraphs (level 1) in an eSSS.

Special Considerations and E-mail Protocol

There are both special considerations and e-mail protocol, or network etiquette ("netiquette"), for proper behavior while communicating electronically on-line and on smart phones, tablets or other mobile devices. In short, there are many ways to make embarrassing social blunders and offend people when communicating electronically. To make matters worse, there is something about cyberspace that causes a "brain burp" and erases the reality that we deal with real, live humans and not just the text on a screen. Respect the netiquette and remember that the network is multicultural: personal and cultural nuances get lost in transmission. Note, some aspects of the e-mail system itself (e.g. software, gateways and hardware) dictate some practices.

Special Considerations

The discussion so far has been fairly general with concepts and procedures that are applicable to any e-mail, but there are special considerations to employ when using e-mail in your official capacity. These considerations will help you decide if e-mail is the correct method to staff your package, get a response from the appropriate office, and avoid misunderstandings at the other end of the electronic trail.

• Consider whether e-mail is the best choice.
  Face-to-face conversations, phone calls, personal letters, or posted documents to a collaborative site may be more appropriate.
• Use appropriate greetings.
  Address people with their rank/title when appropriate.
• Use appropriate closings.
  Official e-mail should close with "//SIGNED//" above the signature block to signify official Air Force information. Restrict the signature block to name, rank, service affiliation, duty title, organization name, phone numbers (DSN and/or commercial as appropriate) and social media contact information. Do not add slogans, quotes or other personalization to an official e-mail/social media signature block.
• Follow the chain of command.
  Comply with standard procedures to correspond with superiors. Be professional and watch what you say since e-mail is easily forwarded.
• Think of the e-mail address as the recipient’s personal phone number.
  If the topic is important enough that you’d call the general without talking with the colonel, then send the message to the general. (Don’t quibble-sending the colonel an info copy of the message doesn’t count as following the chain of command.)
• Get approval before sending to large groups or the public.
  Check local policies for the proper permission you must obtain before using large e-mail distribution lists. Excessive e-mail sent to large distribution lists can waste a great deal of time. E-mail sent to the general public must still be cleared through proper Air Force channels.
• Classified material.
  Classified material should never be stored or transmitted on an unclassified computer network or system.

Rules for the Electronic Communications Network: Netiquette

The special considerations, above, incorporated into a general set of rules for electronic communications on the network, sometimes called network etiquette or "netiquette.”

Rule 1: Be Clear and Concise

• Filter information to provide what is necessary, not necessarily everything you know. Whether the sender is initiating, replying to, or forwarding an e-mail, it is the sender’s responsibility to delete extraneous information and summarize necessary information near the beginning of the e-mail prior to submission.
• The "Subject" line must communicate your purpose succinctly and be specific. A specific, clear, and succinct subject line will help others locate your message later.
• Lead with your most important info. If your goal is to answer a question, then paste the question on top for clearer understanding.
• Use topic sentences if the e-mail has multiple paragraphs. Consider using the e-SSS organization method. Shorter e-mails are likely to benefit from the BLUF or BLIND organization methods.
• Be brief and stick to the point. Follow all the basic rules for drafting clear and concise messages. Clear messages are even more important in e-mail because we get so many every day. Address the issue, the whole issue, and nothing but the issue. Try to get your message into 24 lines or less-the typically viewing area on many computers.
• Use bold, italics or color to emphasize key sentences. If your e-mail doesn’t allow these, a common method uses asterisks to provide emphasis of the key points.
• Choose readable fonts. Times New Roman and Arial fonts in 12 points or larger are easily readable. Save the script fonts for your signature.
• Spell check. Always spell check the e-mail before sending.

Rule 2: Watch Your Tone

• Be polite. Treat others as you want to be treated. Use tact; then use more tact. Then, for good measure, use more tact. Think of the message as a personal conversation. If you were face to face, would you say the same words and be as abrupt? If not-rewrite the message with a more positive tone.
• Be careful with humor, irony and sarcasm. Electronic postings can be perceived much more harshly than they are intended, mainly because you cannot see body language, tone of voice and other nonverbal signals that make up 90 percent of interpersonal communications. Positive enthusiasm can be easily mistaken for angry defiance when you use capital letters, exclamation points, and strong adjectives and adverbs.
• DON’T SHOUT. Do not write in ALL CAPITAL LETTERS-it’s the e-mail version of shouting and it’s considered very rude.
• Keep it clean and professional: E-mail is easily forwarded. Harassing, intimidating, abusive or offensive material is obviously unacceptable, but aim for a higher standard. If you wouldn’t want it posted on the office bulletin board, it doesn’t belong in an e-mail.
• Don’t send in haste and repent at leisure. E-mail can get you into trouble-its informality encourages impulsive responses, but your words can be printed out and forwarded. If you’re really mad about an issue, go ahead and draft an e-mail, but don’t send it until you calm down and read it over. Never flame! If you do, be prepared to apologize.

Rule 3: Be Selective About What Messages You Send

• Don’t discuss controversial, sensitive, official use only, classified, personal, privacy act or unclassified information requiring special handling of documents over e-mail. You just may one day see yourself on CNN or America’s Most Wanted.
• Remember Operational Security (OPSEC). OPSEC is a continuous analytical process which involves identifying sensitive information, recognizing that information could be valuable to an adversary, and making changes in the way we do things to reduce our risk that the information will be compromised. Even unclassified information, when brought together with other information, can create problems in the wrong hands. The rash of hacking events in the news emphasizes the need for good OPSEC and COMPUSEC.
• Don’t create or forward junk mail or chain letters.
• Don’t use e-mail for personal ads.
• Don’t fire or promote by e-mail. Some messages should be delivered face to face.
• Pick up the phone and call to acknowledge receipt of important or time-sensitive e-mail instead of replying to the sender via e-mail. Face-to-face communication is sometimes still the best means to communicate.

Rule 4: Be Selective About Who Gets the Message

• Target e-mail messages to only those individuals or organizations that need the information. Consciously choose recipients of original messages, forwards or replies.
• Use "reply all" sparingly.
• Get appropriate permission before using large e-mail distribution lists.
• Double-check the address(es) before mailing, especially when selecting from a global list where many people have similar names.
• Send official e-mail to an organizational e-mail account (instead of an individual) when an organization’s answer or coordination is required.

Rule 5: Check Your Attachments and Support Material

• Ensure all information is provided the first time-attachments, support, key information.
• Check your attachments to ensure they are correct and you are able to open them.
• Cite all quotes, references and sources. Respect copyright and license agreements ... it’s the law! The failure to cite sources is, perhaps, the most common omission. Knowing "who says so" is an important factor in weighing the evidence where a decision is needed. Cite your sources.
• If the attachment is a large file, must go to a number of e-mail accounts, or will require frequent viewing, consider posting to a collaborative site such as the Air Force Portal or SharePoint®. This makes the attachments easily available for future search and retrieval and keeps e-mail inboxes from bogging down.

Rule 6: Keep Your E-Mail Under Control

• Lock your computer when you leave your workstation to prevent anyone from reading your e-mail or sending unauthorized messages from your account.
• Create mailing lists to save time.
• Read and trash personal e-mails daily. Create a .pst file on your local hard drive to keep e-mails stored on the e-mail server at a minimum.
• Consider using Microsoft Outlook’s “Out-of-Office Assistant” if you will be unable to respond to e-mails for an extended period of time. However, OPSEC considerations should take precedence when setting up out-of-office rules.

Rule 7: Use Proper Format for Official E-mail

• Subject lines should follow the format: [Classification/FOUO Marking][KEYWORD] [suspense DD MMM YY][Subject].
  • Classification/FOUO marking are only included if required.
  • Air Force classification marking instructions are found in the following instructions:
    • AFI 33-332, Air Force Privacy and Civil Liberties Program
    • AFI 31-401, Information Security Program Management
    • DoD 5200.1-R, Information Security Program
• Keywords, such as those below, help the recipient prioritize the e-mail.
  • ACTION-Necessary to take action (other than SIGN or COORD)
  • SIGN-Signature required
  • COORD-Coordination required
  • INFO-For information purposes only
  • URGENT-Time-critical information included
• \(\quad\) The word "Suspense" or "Tasker" and suspense date are optional; use only when a suspense is required.
• "Subject" should be a short description of the e-mail (5-7 words is optimal) and should be updated with each send, forward or reply to accurately describe the e-mail’s contents. Remove the "FW: " and "RE: " on forwards and replies when it does not add value.
• Sample subject lines with Keywords, Suspense Dates and Subjects.
  • ACTION: Suspense: 14 Dec 10; Deliver E-mail Policy to DS for Signature
  • INFO: Plans and Programs Meeting Minutes
  • SIGN: Suspense 14 Dec 10; Congratulatory Letter for Capt LaJonah
• Consider using the Bottom Line Up Front (BLUF) format as the first paragraph.
• E-mail body should:
• Succinctly capture critical information and describe the issue
• Describe the current status and actions taken
• Clearly state expected and requested actions when appropriate o For forwards and replies: if the string of previous e-mail forwards or replies does not add value, remove them from the message

Rule 8: Use Organizational E-Mail Accounts

• Organizational Mailboxes (OMs) are shared e-mail accounts specific to an organization. Personnel associated with organizational units should be provided access to the respective OMs. OMs should exist at each level of the organization (e.g., directorate, division, branch, flight or element).
• Distribution Lists (DLs) are specific groups of e-mail addresses and/or other distribution lists aggregated into one named list. When sending e-mail to a \(\mathrm{DL}\), every individual in the list, or sub-list, receives a copy of the e-mail. Send e-mail to DLs sparingly.
• When communicating information to an organization, OMs are preferred to DLs. Each organization is then responsible for determining how to manage the e-mails in its mailbox and notifying its personnel accordingly.
• E-mail sent on behalf of an office or organization is official correspondence and should be filed and maintained in an approved file structure. Consult AFMAN 33-363, Management of Records, or your organization’s Functional Area Records Manager for records management procedures.