Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 13, Issue 49;   December 4, 2013: Some Truths About Lies: Part IV

Some Truths About Lies: Part IV

by

Extended interviews provide multiple opportunities for detecting lies by people intent on deception. Here's Part IV of our little collection of lie detection techniques.
An actual red herring

An actual red herring. Red herrings are herrings, smoked, pickled, and/or salted. The process turns the fish red, and bestows upon them a strong smell. The tale linking this food item with the metaphor indicating irrelevant distraction is apocryphal. Until recently, it was widely believed that as part of the training for hounds or horses, a red herring would be dragged across the path of the fox or hare to test the hounds and horses. But according to recent research by Michael Quinion, and available at his Web site "World Wide Words," the metaphor was invented by journalist William Cobbett, who published a radical newsletter called Weekly Political Register from 1803 to 1835. According to Quinion, Cobbett uses the metaphor in the issue of 14 February 1807. Photo by GRuban courtesy Wikipedia.

As we saw last time, interviews — non-accusatory question-and-answer sessions — provide a means for investigators to uncover truth even when the person being interviewed is intent on deception. Here are four more techniques for detecting lies.

Excessive certainty
To compensate for a feeling that the interviewer might be closing in on Truth, or to hide the deceiver's uncertainty from the interviewer, the deceiver can project an air of certainty. But presenting just the right degree of certainty can be tricky for someone who's spinning a yarn. Sometimes deceivers overshoot.
Most of us can't be really certain about very much. Some deceivers stand out because they deliver material with conviction beyond what might be considered typical of a truth teller, or typical for that particular deceiver.
Red herring
The red herring is a diversion technique intended to turn the interviewer in a direction the deceiver considers safe. For instance, in response to "Just how much over budget do you think you'll be?", a deceiver using a red-herring response might discuss the budget performance of other projects.
Some red herrings are combined with attacks on rivals or already-established scapegoats. For example, the deceiver can use a red herring to lead the audience to conclusions that harm the audience's rivals. Since most audiences would find such material enticing, this form of red herring can be very effective. A first use of the red herring response is a warning sign; a second use must be dealt with directly.
Inconsistencies
Consistency becomes increasingly difficult to achieve for deceivers interviewed multiple times, facing multiple interviewers, over a number of sessions, spread over time.
One escape remains for deceivers who exhibit inconsistencies. They can claim that inconsistencies are due to "rapid evolution of the situation." That is, they might say that new information has come to light, creating the inconsistency. To defend against this, compress the interview's time scale until it's much shorter than the time scale of changes in the situation. Even better, freeze all activity in the environment under review.
Halting presentation
As the interview proceeds, possibly across multiple Consistency becomes increasingly difficult
to achieve for deceivers interviewed
multiple times, facing multiple
interviewers, over a number of
sessions, spread over time
sessions and multiple interviewers, lie piles on lie. Some deceivers then begin having difficulty keeping straight in their minds what they told to whom and when. Spinning new lies then becomes more challenging than merely creatively constructing simple tales. It's now necessary to construct tales that are at least somewhat consistent with previous tales.
When this happens, mental resources are required for both consistent tale construction and fluent speech. Only the most facile liars can marshal these resources. And even for them, extending the interview, swapping out one interviewer for another, and stretching the interview over longer periods, can saturate the deceiver's ability to creatively match new lies with old. The result is an increasingly halting presentation.

Deceivers are nothing if not clever. None of these indicators is foolproof. First in this series  Go to top Top  Next issue: More Things I've Learned Along the Way  Next Issue

303 Secrets of Workplace PoliticsIs 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

Your comments are welcome

Would you like to see your comments posted here? rbrenpugLoGDwxeMMvqRXner@ChacAvVOuXhkHSRwGqNToCanyon.comSend me your comments by email, or by Web form.

About Point Lookout

Thank you for reading this article. I hope you enjoyed it and found it useful, and that you'll consider recommending it to a friend.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

Support Point Lookout by joining the Friends of Point Lookout, as an individual or as an organization.

Do you face a complex interpersonal situation? Send it in, anonymously if you like, and I'll give you my two cents.

Related articles

More articles on Ethics at Work:

Your wisdom boxYour Wisdom Box
When we make a difficult decision, we sometimes know we've made the wrong choice, even before the consequences become obvious. At other times, we can be absolutely certain that we've done right, even in the face of inadequate information. When we have these feelings, we're in touch with our inner wisdom. It's a powerful resource.
The rabbit that went down the rabbit-holeIt Might Be Legal, but It's Unethical
Now that CEOs will be held personally accountable for statements they make about their organizations, we can all expect to be held to higher standards of professional ethics. Some professions have formal codes of ethics, but most don't. What ethical principles guide you?
The silhouette of a famous fictional detectiveSome Truths About Lies: Part II
Knowing when someone else is lying doesn't make you a more ethical person, but it sure can be an advantage if you want to stay out of trouble. Here's Part II of a catalog of techniques misleaders use.
The Great WallWhen You Aren't Supposed to Say: Part I
Most of us have information that's "company confidential," or possibly even more sensitive than that. When we encounter individuals who try to extract that information, we're better able to protect it if we know their techniques.
A happy dogMore Things I've Learned Along the Way
Some entries from my personal collection of useful and not-so-useful insights.

See also Ethics at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

A vizsla in a pose called the play bowComing April 26: Why Dogs Make the Best Teammates
Dogs make great teammates. It's in their constitutions. We can learn a lot from dogs about being good teammates. Available here and by RSS on April 26.
A business meetingAnd on May 3: Start the Meeting with a Check-In
Check-ins give meeting attendees a chance to express satisfaction or surface concerns about how things are going. They're a valuable aid to groups that want to stay on course, or get back on course when needed. Available here and by RSS on May 3.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenHbBQniuOanzkLfYTner@ChacYckbCSTEXJXuGrOhoCanyon.com or (617) 491-6289, or toll-free in the continental US at (866) 378-5470.

Get the ebook!

Past issues of Point Lookout are available in six ebooks:

Reprinting this article

Are you a writer, editor or publisher on deadline? Are you looking for an article that will get people talking and get compliments flying your way? You can have 500 words in your inbox in one hour. License any article from this Web site. More info

Public seminars

Changing How We Change: The Essence of Agility
MasteChanging How We Change: The Essence of Agilityry of the ability to adapt to unpredictable and changing circumstances is one way of understanding the success of Agile methodologies for product development. Applying the principles of Change Mastery, we can provide the analogous benefits in a larger arena. By exploring strategies and tactics for enhancing both the resilience and adaptability of projects and portfolios, we show why agile methodologies are so powerful, and how to extend them beyond product development to efforts of all kinds. Read more about this program. Here's an upcoming date for this program:

Creating High Performance Virtual Teams
Many Creating High Performance Virtual Teamspeople 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 an upcoming date for this program:

The Race to the South Pole: Ten Lessons for Project Managers
On 14The Race to the Pole: Ten Lessons for Project Managers 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's an upcoming date for this program:

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at Twitter, or share a tweet Follow me at Google+ or share a post Subscribe to RSS feeds Subscribe to RSS feeds
The message of Point Lookout is unique. Help get the message out. Please donate to help keep Point Lookout available for free to everyone.
21st Century Business TravelAre your business trips long chains of stressful misadventures? Have you ever wondered if there's a better way to get from here to there relaxed and refreshed? First class travel is one alternative, but you can do almost as well (without the high costs) if you know the tricks of the masters of 21st-century e-enabled business travel…
Go For It: Sometimes It's Easier If You RunBad boss, long commute, troubling ethical questions, hateful colleague? Learn what we can do when we love the work but not the job.
303 Tips for Virtual and Global TeamsLearn how to make your virtual global team sing.
101 Tips for Managing ChangeAre you managing a change effort that faces rampant cynicism, passive non-cooperation, or maybe even outright revolt?
101 Tips for Effective MeetingsLearn how to make meetings more productive — and more rare.
Exchange your "personal trade secrets" — the tips, tricks and techniques that make you an ace — with other aces, anonymously. Visit the Library of Personal Trade Secrets.