Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 13, Issue 18;   May 1, 2013: Devious Political Tactics: Mis- and Disinformation

Devious Political Tactics: Mis- and Disinformation

by

Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation, disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.
George Orwell's 1933 press card photo issued by the Branch of the National Union of Journalists

George Orwell's 1933 press card photo issued by the Branch of the National Union of Journalists of the United Kingdom. Eric Arthur Blair was the author of 1984 using the pen name of George Orwell. A passage from that novel reads, "The key-word here is blackwhite. Like so many Newspeak words, this word has two mutually contradictory meanings. Applied to an opponent, it means the habit of impudently claiming that black is white, in contradiction of the plain facts." This is a concise description of a technique known as "the Big Lie," first described in Mein Kampf by Adolph Hitler, who accused Germany's Jews of using the technique, and who used the technique himself to great effect. The Big Lie is closely associated with what is here called "disinforming en masse." Both tactics exploit boldness to create credibility. The Big Lie is bold in its denial of reality, disinforming en masse is bold in its distribution. Government lies or the lies of political parties are inevitably bold in both dimensions. Photo courtesy Wikipedia.

Because so many political transactions in modern organizations revolve around the distribution or exchange of information, devious tactics related to information are becoming increasingly common. The general approach involves withholding information, or distorting it before passing it along. Here's a short catalog of devious political tactics related to information.

Hoarding information
Since information can be power, withholding information from a target can deprive that target of power. But simple withholding is risky if you're caught doing it, because openness about harming someone invites retaliation. More sophisticated approaches involve distributing the information through channels the target ignores or cannot access, or timing the distribution so that it only becomes available when the target cannot benefit from it. These more sophisticated approaches allow the hoarder to deprive the target of information while at the same time reaping "points" for keeping the target informed.
Trading in fool's gold
Political operators who engage in information exchanges can often help each other politically. But perfidious operators sometimes offer information that appears to be valuable, but which they know to be worthless or nearly so. Perhaps it has a short shelf life; or many people, outside the awareness of the recipient, already know it; or it's incorrect in some subtle but very important ways.
Disinforming en masse
Disinformation is not only false — it's known to be false by the person disclosing it. But when disclosed to numerous people — over a wide area — it's usually received uncritically, because people believe that nobody would blatantly lie so widely without fear of being caught. In other words, the breadth and boldness of the distribution tends to lend credibility to the disinformation. To employ this tactic, the source of the disinformation must have confidence that the information cannot be easily falsified.
Making errors in details
Some information Perfidious operators sometimes offer
information that appears to be
valuable, but which they know
to be worthless or nearly so
is valuable only if it's correct in every detail. Examples are procedures, directions, dates, times, email addresses, telephone numbers, URLs, and the spelling of names and places. Operators who don't wish to divulge such information, but who must do so when requested, can delay the disclosure, possibly rendering it worthless, by including errors in the material significant enough to prevent the recipient from using it successfully, but carefully designed to be plausibly explained as "typos."
Cluttering the cupboard
When operators absolutely must disclose the information, but don't want recipients to actually use it, they can include the information in a field of irrelevant clutter that prevents recipients from finding it easily. An excuse is usually required to justify the action. Example: "Oh, we thought you needed the results for all customers, not just the ones who complained." Example: "Sorry, we can't extract by that set of criteria — it isn't one we're set up for. So we used these other criteria instead."

Humans are endlessly clever. Send me examples of other techniques, and I'll add them to the catalog. Go to top Top  Next issue: The Myth of Difficult People  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

Read about more devious political tactics.

Your comments are welcome

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

About Point Lookout

This article in its entirety was written by a 
          human being. No machine intelligence was involved in any way.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.

This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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 Devious Political Tactics:

Allied leaders at the Yalta Conference in February, 1945Devious Political Tactics: More from the Field Manual
Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.
Donald Trump, as a candidate for the nomination of the Republican Party for President in 2016Is It Arrogance or Confidence?
Confusing arrogance and confidence can cause real trouble — or lost opportunities. What exactly is the difference between them?
Adolf Hitler greets Neville Chamberlain at the beginning of the Bad Godesberg meeting on 24 September 1938On Ineffectual Leaders
When the leader of an important business unit is ineffectual, we need to make a change to protect the organization. Because termination can seem daunting, people often turn to one or more of a variety of other options. Those options have risks.
Stained Glass of William of Ockham in a church in Surrey, England, United KingdomFour Razors for Organizational Behavior
Deviant organizational behavior can harm the people and the organization. In choosing responses, we consider what drives the perpetrators. Considering Malice, Incompetence, Ignorance, and Greed, we can devise four guidelines for making these choices.
Charles Boyer, Ingrid Bergman and Joseph Cotton in a promotional photo for the 1944 film "Gaslight," directed by George CukorGaslighting Project Teams
To gaslight people is to convince them to reject their own observations and believe what you want them to believe. Gaslighting corrupts project management as surely as it destroys romantic relationships. Here are some early indicators of gaslighting.

See also Devious Political Tactics and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Three gears in a configuration that's inherently locked upComing April 24: Antipatterns for Time-Constrained Communication: 1
Knowing how to recognize just a few patterns that can lead to miscommunication can be helpful in reducing the incidence of problems. Here is Part 1 of a collection of communication antipatterns that arise in technical communication under time pressure. Available here and by RSS on April 24.
A dangerous curve in an icy roadAnd on May 1: Antipatterns for Time-Constrained Communication: 2
Recognizing just a few patterns that can lead to miscommunication can reduce the incidence of problems. Here is Part 2 of a collection of antipatterns that arise in technical communication under time pressure, emphasizing those that depend on content. Available here and by RSS on May 1.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrendPtoGuFOkTSMQOzxner@ChacEgGqaylUnkmwIkkwoCanyon.com or (650) 787-6475, 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 500-1000 words in your inbox in one hour. License any article from this Web site. More info

Follow Rick

Send email or subscribe to one of my newsletters Follow me at LinkedIn Follow me at X, 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.
Technical Debt for Policymakers BlogMy blog, Technical Debt for Policymakers, offers resources, insights, and conversations of interest to policymakers who are concerned with managing technical debt within their organizations. Get the millstone of technical debt off the neck of your organization!
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.
If your teams don't yet consistently achieve state-of-the-art teamwork, check out this catalog. Help is just a few clicks/taps away!
Ebooks, booklets and tip books on project management, conflict, writing email, effective meetings and more.