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Volume 16, Issue 11;   March 16, 2016: The Costanza Matrix

The Costanza Matrix

by

The Seinfeld character "George Costanza" is famous for having said, "It's not a lie if you believe it." What if you don't believe it and it's true? Some musings.
The Costanza Matrix

The Costanza Matrix

Seinfeld, a TV series that first ran from 1989 to 1998 in the United States (and will likely run for decades more) was famous as a "show about nothing." More accurately, perhaps, it was a show about life. It has become the source of a genre of Web sites, books, and miscellaneous whatnot with the general theme "What Seinfeld Teaches Us about Life." One valuable idea that I — and many others — drew from Episode 102 appears in a line spoken by the famous ne'er-do-well character "George Costanza," who says, "…it's not a lie…if you believe it."

Whether he's correct or not, it's apparent that "George" does believe what he's saying, and therefore, if his claim is correct, he's not lying. But that's obvious. Less obvious: if the statement is incorrect, is he lying?

This is a nontrivial question. In the United States, substantiating a charge of fraud requires that five specific conditions be met, one of which is that the defendant must have knowingly made a false statement.

So I decided to examine the connection between statement validity and the speaker's belief. The result is what might be called "The Costanza Matrix." As a legal tool, it isn't worth much, but in the workplace it can help sort out ethical questions when someone makes a false statement.

The Costanza matrix is a two-by-two matrix whose axes might be described as Statement Truth and Speaker's Belief, which are, respectively, the degree of truth of the statement, and the degree to which the speaker believes it. Here are the four cells of this matrix.

Statement is true; Speaker believes it's true
The speaker is honestly conveying valid information when the statement is true and the speaker believes it's true. I call this Honest Information.
Statement is false; Speaker believes it's true
The speaker The Costanza matrix is a two-by-two
matrix whose axes might be
described as Statement Truth
and Speaker's Belief
is making an honest error when the statement is false, but the speaker believes it's true, whether out of ignorance, stupidity, or having been misinformed. I call this Misinformation. This is the situation "George" was talking about: it's not a lie if you believe it.
Statement is false; Speaker believes it's false
The speaker is dishonestly conveying disinformation, or is plainly lying, when the statement is false, and the speaker knows it's false. I call this Disinformation or Lying.
Statement is true; Speaker believes it's false
When the statement is true, but the speaker believes it's false, and intends to mislead, the speaker is lying, but incompetently so. I call this Incompetent Lying.

The possibly novel insight here is that when a speaker is making a true statement, it's nevertheless a lie if the speaker believes it to be false and intends to mislead — an incompetent lie, to be sure, but still a lie. One finer point: if the statement is true, but the speaker believes it's false and is mistaken about why he or she believes the statement is false, we might be underestimating the degree of incompetence, but the speaker is still lying incompetently. In any case, as "George" might say, if a statement is true, "it is a lie if you don't believe it." Go to top Top  Next issue: Backstabbing  Next Issue

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Influencing others can be difficult. Even more difficult is defining a set of approaches to influencing that almost all of us consider ethical. Here's a framework that makes a good starting point.
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When we influence others as they're making tough decisions, it's easy to enter a gray area. How can we be certain that our influence isn't manipulation? How can we influence others ethically?
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See also Ethics at Work and Workplace Politics for more related articles.

Forthcoming issues of Point Lookout

Old books, the standard symbol of knowledgeComing April 17: How to Answer When You Don't Know How to Answer
People engaged in knowledge work must often respond to questions that test the limits of their knowledge, or the limits of everyone's knowledge. Responding effectively to such questions advances us all. Available here and by RSS on April 17.
Three gears in a configuration that's inherently locked upAnd on 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.

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