Unlike flat-footed lies, which mislead by misinforming, deceptions mislead by causing the target to mis-think. Artful deceptions insert data into — or trigger reactions within — the minds of their targets, to cause them to make incorrect inferences or conclusions favorable to the deceivers.
To evaluate the ethics of deception, we must understand the situational context. For example, the nurse about to draw blood from a four-year-old boy might say, "This will pinch a little, but you're a big boy, right?" It's a deception, but few would call it unethical.
Ethical or not, most would agree that negotiations are fairest to all, and best for the represented organizations, when the process is free of deception. Recognizing deceptive techniques is often all that's needed to defeat them. Once we're aware of a particular deception, it loses much of its power.
Here's Part I of a little catalog of deceptive negotiation techniques, emphasizing persuasion. Part II focuses on deceptive techniques for drafting agreements. In what follows, Donald is the Deceptive partner, and the Other partner is Olivia.
- Painting over rust
- Olivia voices concern about part of the proposed agreement, noting that it's unfair in certain specific circumstances. In response, Donald explains the (supposed) intent of the language, and notes that it is benign in other circumstances. He suggests that Olivia is being unreasonable or insulting for even considering the issue she identified.
- This is an attempt to make Olivia doubt her own reasonableness and generosity of spirit, or to make her believe that she is excessively fearful or suspicious. Donald is using shame to cause Olivia to abandon caution.
- Pay no attention to that man behind the curtain
- In response to Olivia's expressed concern, Donald offhandedly says, "Oh, that's just our standard language."
- Here Donald seeks to mollify Olivia not by addressing her concern, but by asserting, "we always do this." He wants to create a sense that "authorities" have approved the language, that it's legitimate and benign, and that it cannot be changed.
- You're the first to object
- Olivia expresses a concern, to which Donald replies, "Everyone else we've worked with has always agreed to this language."
- Instead of addressing the objection, Donald seeks to coerce Olivia by exploiting her desire to affiliate with a respected group, and her desire not to be viewed as difficult.Most would agree that
negotiations are fairest
to all when the process
is free of deception
- As the pair invests more time in the negotiation, Donald can use threats to limit Olivia's objections. When she objects to conditions Donald recently added to the agreement, he might fault her for raising the issue "at this late date," asking whether she wants to be known as someone who "negotiates in this manner."
- Intimidation is especially effective, because Donald need not deal with issues he can prevent Olivia from raising. In this example, Donald threatens Olivia's reputation, but threats of any kind can work.
Is every other day a tense, anxious, angry misery as you watch people around you, who couldn't even think their way through a game of Jacks, win at workplace politics and steal the credit and glory for just about everyone's best work including yours? Read 303 Secrets of Workplace Politics, filled with tips and techniques for succeeding in workplace politics. More info
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More articles on Ethics at Work:
- The Power of Presuppositions
- Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used,
know how to detect them, and know how to respond.
- Difficult Decisions
- Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest,
yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How
can we make these emotionally difficult decisions with greater clarity and better outcomes?
- Managing Personal Risk Management
- When we bias organizational decisions to manage our personal risks, we're sometimes acting ethically
— and sometimes not. What can we do to limit personal risk management?
- The Attributes of Political Opportunity: The Basics
- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish
between true opportunities and high-risk adventures. Here are some of the attributes of desirable political
- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
Forthcoming issues of Point Lookout
- Coming August 23: Look Where You Aren't Looking
- Being blindsided by an adverse event could indicate the event's sudden, unexpected development. It can also indicate a failure to anticipate what could have been reasonably anticipated. How can we improve our ability to prepare for adverse events? Available here and by RSS on August 23.
- And on August 30: They Just Don't Understand
- When we cannot resolve an issue in open debate, we sometimes try to explain the obstinacy of others. The explanations we favor can tell us more about ourselves than they do about others. Available here and by RSS on August 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqlBGSGoDLUvvUDrZner@ChacdMsaLHftZmRdkUyloCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
more about this program. Here are some dates for this program:
- The Westin Virginia Beach Town Center, 4535 Commerce Street,
Virginia Beach, VA 23462: September 13,
Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- CTCPA, 716 Brook Street,
Rocky Hill, CT 06067: September 20,
Full-day Workshop, Southern New England Chapter of the Project Management Institute. Register now.
- The Westin Virginia Beach Town Center, 4535 Commerce Street, Virginia Beach, VA 23462: September 13, Monthly Meeting, Hampton Roads Chapter of the Project Management Institute. Register now.
- Creating High Performance Virtual Teams
- Many people experience virtual teams as awkward, slow, and sometimes
frustrating. Even when most team members hail from the same nation or culture, and even when they all
speak the same language, geographic dispersion or the presence of employees from multiple enterprises
is often enough to exclude all possibility of high performance. The problem is that we lead, manage,
and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
teams. In this program, Rick Brenner shows you how to change your approach to leading, managing, and
supporting virtual teams to achieve high performance using Simons' Four Spans model of high performance.
Read more about this program. Here's a date for this
- Baci Grill, 134 Berlin
Road, Berlin, CT 06416: September 19,
Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- Baci Grill, 134 Berlin Road, Berlin, CT 06416: September 19, Monthly Meeting, Southern New England Chapter of the Project Management Institute. Register now.
- The Power Affect: How We Express Our Personal Power
- Many people who possess real organizational power have a characteristic demeanor. It's the way they project their presence. I call this the power affect. Some people — call them power pretenders — adopt the power affect well before they attain significant organizational power. Unfortunately for their colleagues, and for their organizations, power pretenders can attain organizational power out of proportion to their merit or abilities. Understanding the power affect is therefore important for anyone who aims to attain power, or anyone who works with power pretenders. Read more about this program.
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.