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Talking Through a Blindfold: How a 1986 Study Predicted Internet Flame Wars

Executives assumed that corporate email would simply act like a faster digital typewriter for formal memos; Lee Sproull and Sara Kiesler discovered that communicating through computer screens strips away human social cues, unleashing aggressive flame wars and flattening corporate hierarchies. Published in Management Science in 1986, this landmark study founded the psychology of computer-mediated communication, predicting online toxicity, internet trolling, and remote work culture decades before the web existed.

Author
Lee Sproull et al.
Published
1986
Journal
Management Science
Last updated
September 2026
Talking Through a Blindfold: How a 1986 Study Predicted Internet Flame Wars

In the mid-1980s, when Fortune 500 corporations first connected employees via text-only computer electronic mail, managers expected workers to write the exact same formal letters they used to dictate to secretaries. Instead, corporate email networks erupted in shocking shouting matches and blunt insults.

Carnegie Mellon sociologists Lee Sproull and Sara Kiesler discovered the psychological mechanism: "Reduced Social Cues." When you cannot see someone's facial expressions, hear their tone of voice, or see their corner office, your brain acts as if normal social rules do not exist—leading to "flaming" (aggressive outbursts) while simultaneously empowering junior workers to speak directly to the CEO without fear.

This paper predicted internet culture and remote work dynamics. By explaining why social media comment sections descend into toxic vitriol, by guiding digital workplace communication etiquette (Slack and Teams), and by decoding online disinhibition, cyber-psychology shapes the digital workplace.

Reference

Sproull, L., & Kiesler, S. (1986). Reducing Social Context Cues: Electronic Mail in Organizational Communication. Management Science, 32(11), 1492–1512.

Title

Reducing Social Context Cues: Electronic Mail in Organizational Communication

Abstract

This paper examines electronic mail in organizational communication. Based on ideas about how social context cues within a communication setting affect information exchange, it argues that electronic mail does not simply speed up the exchange of information but leads to the exchange of new information as well. In a field study in a Fortune 500 company, we used questionnaire data and actual messages to examine electronic mail communication at all levels of the organization. Based on hypotheses from research on social communication, we explored effects of electronic communication related to self-absorption, status equalization, and uninhibited behavior. Consistent with experimental studies, we found that decreasing social context cues has substantial deregulating effects on communication. And we found that much of the information conveyed through electronic mail was information that would not have been conveyed through another medium.

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