Some police agencies are hesitant to limit e-mail, citing concerns for employee morale and privacy rights. Other police agencies rationalize privacy is the main reason they do not an e-mail policy, arguing any policy preventing an employee from complete freedom in communicating would be overly restrictive and foster an irresponsible attitude. Still other police agencies view a formal policy as counter productive to creative thinking. They must closely examine the current realities of how people are using computers to communicate. In such an examination, police agencies must recognize technology affects organizational dynamics and communication patterns. E-mail provides rapid vertical and horizontal communication and enables individuals to respond immediately to a query or issue. The use of e-mail eliminates a certain amount of face-to-face interaction and this has an effect on the police organization. Police leaders must be especially sensitive to the potential adverse impact of less personal contact on their effectiveness. Like any form of communication, e-mail is open to interpretation by its receivers. Further, police agencies face a range of tough choices about where to draw the line between employee convenience and privacy and security. As a promising and powerful technology, e-mail must be evaluated beyond its obvious advantages to assure a positive organizational impact on police agencies. 8 footnotes