Much is known about the behaviors associated with lying. Indicators include patterns in voice, facial expressions, eye movements and so on. Unfortunately, most of this information is so fleeting and the movements are so rapid that accurate analysis often requires great skill, or audio or video equipment, or both.
To detect distortion, lies, or spin in most workplace situations, we need real-time analysis without such equipment. And we can get exactly that if we pay attention to the content and structure of the message, including what is said, what is not said, and how it is said or not said.
Here's Part I of a little catalog of ploys people use to make us believe something they don't. Check out Part II.A message is especially
suspect if it contains
appeals to your own
biases, beliefs and wishes
- Biases, beliefs, and wishes
- We all have biases, beliefs and wishes. Those who know what yours are can use them to make their messages more acceptable to you. A message is especially suspect if it contains appeals to your own biases, beliefs and wishes.
- Excessive qualification
- Some statements contain qualifications that sound like they're added for emphasis, but actually provide the misleader some safety through hidden restriction. For example, "The Congressman states unequivocally that he was not present in that meeting at 10 AM." Oh? Was he there at 10:01?
- Consistent ambiguity
- This technique usually entails restating an assertion several times in different ways, but always with enough ambiguity to protect the misleader from being caught in a lie.
- Letting something be discovered
- In this technique, the misleader hides one lie behind another. People usually assume that when they pull off the topmost false layer, the layer that's exposed is true. If you catch someone in a lie, don't assume that the next story is true.
- Truth is stranger than fiction
- Because most misleaders aren't gutsy enough to lie implausibly, they use plausibility as a disguise. If what you're hearing seems plausible, consider the possibility that it's a lie. If it's implausible, it might be wrong, but it's less likely to be a lie.
- Wiggle room
- Watch for ambiguity of the kind that could provide the misleader "wiggle room" through which to escape if caught. People who tell the truth need no wiggle room.
- The message is contained in the words of another
- When the essence of the tale is carried in the words of a third party, the teller can claim that he or she was misunderstood in paraphrasing taken out of context. And if found out, the teller didn't lie if the third party actually did speak the reported words.
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
Your comments are welcomeWould you like to see your comments posted here? rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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.
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.
More articles on Ethics at Work:
- Workplace Politics vs. Integrity
- A reader wrote recently of wanting to learn "to effectively participate in office politics without
compromising my integrity." It sometimes seems that those who succeed in workplace politics must
know how to descend to the blackest depths, and still sleep at night. Must we abandon our integrity
to participate in workplace politics?
- It 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?
- Budget Shenanigans: Swaps
- When projects run over budget, managers face a temptation to use creative accounting to address the
problem. The budget swap is one technique for making ends meet. It distorts organizational data, and
it's just plain unethical.
- More Things I've Learned Along the Way
- Some entries from my personal collection of useful insights.
- Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and
in film and fiction thrillers involving government employees or attorneys. It also has relevance in
the knowledge workplace, and nuances associated with it can affect your credibility.
Forthcoming issues of Point Lookout
- Coming October 23: Power Distance and Teams
- One of the attributes of team cultures is something called power distance, which is a measure of the overall comfort people have with inequality in the distribution of power. Power distance can determine how well a team performs when executing high-risk projects. Available here and by RSS on October 23.
- And on October 30: Power Distance and Risk
- Managing or responding to project risks is much easier when team culture encourages people to report problems and question any plans they have reason to doubt. Here are five examples that show how such encouragement helps to manage risk. Available here and by RSS on October 30.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenmhXARWRMUvVyOdHlner@ChacxgDmtwOKrxnripPCoCanyon.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:
- Get 2001-2 in Geese Don't Land on Twigs (PDF, )
- Get 2003-4 in Why Dogs Wag (PDF, )
- Get 2005-6 in Loopy Things We Do (PDF, )
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
- Get 2009-10 in The Questions Not Asked (PDF, )
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )
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
- The Race to the South Pole: Lessons in Leadership
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. We'll use the history of this event to explore lessons in leadership and its application to organizational efforts. A fascinating and refreshing look at leadership from the vantage point of history. Read more about this program.
Here's a date for this program:
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio
44017: November 7,
Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio Chapter of the Project Management Institute.
- Baldwin-Wallace University, 275 Eastland Road, Berea, Ohio 44017: November 7, Kerzner Lecture Series/International Project Management Day, sponsored by Baldwin Wallace University and the Northeast Ohio 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.