Some Truths About Lies: II

We're all capable of lying, and for many, not a day passes without a little practice in this oldest of arts. Most of us lie only to avoid social discomfort. Far more rare is the lie told to destroy the reputation of another, or to conceal a theft or other illicit activity.

In the workplace, skill in detecting these more insidious lies gives you substantial advantages. When you notice a lie, you have choices — you can confront the misleader, you can offer a way out, or you can let the lie lie.

Here's Part II of a catalog of ploys misleaders use to make us believe something they don't. Check out Part I.

Unnecessarily technical jargon

Technical jargon or legalese can confuse the nonspecialist, especially if the key words have subtle, specific meaning. Ask for a restatement in plain language.

Implied endorsement

To lend their messages authority while limiting risk, misleaders sometimes imply, but don't actually assert, that someone authoritative believes the message. Watch for implications.

Photographic evidence

Photographic evidence isn't evidence anymore. In the hands of a professional, Adobe Photoshop or other similar programs can do magic, but most of us still believe pictures unquestioningly. Seeing is not necessarily believing.

Technically arcane evidence

A message is especially
suspect if it contains
appeals to your own
biases, beliefs and wishes

Believe technical evidence only if you have access to a truly independent expert. Don't believe the presenter. If you believe that you are an expert, you're especially vulnerable to this technique.

Circular reasoning

Circular reasoning can "justify" almost anything. Though useful, this technique is risky because most listeners can easily detect circularity. To manage the risk, misleaders put lots of "hops" in the circular chain, which conceals the circularity from all but the most persistent, intelligent and disciplined listeners.

A new face

It's easier to lie to someone who doesn't know your "baseline" behavior. It's also hard to lie to people you care about. When someone you know well brings in a new face to deliver the message, consider the possibility that the purpose is deception.

Excessive consistent detail

The truth is rarely consistent. When the message contains far more detail than you normally see in similar representations, you might be on the receiving end of a "blizzard" strategy. Be especially wary of detail that you cannot possibly verify.

Vicious attacks on third parties

Vicious, bullying, bitter attacks on a third party might be a way to deflect attention from the matter at hand. Steer the conversation back to the real issue.

Diversions

Arbitrary or unnatural distractions, subject changes and deflections could be attempts to distract you from the issue. They can take the form of entertainment, excessive use of graphics, humor, tall tales, offers of lodging, food or drink, scenery, personal disclosures, congratulations or inquiries about your personal life or health.

Skill in noticing these techniques also has a disadvantage — you'll have difficulty using them yourself. Hmm. Maybe that's a good thing. First in this series  Next in this series  Top    Next Issue

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More articles on Ethics at Work:

Telephonic Deceptions: II

Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in the rest of life. But the technologies of the modern workplace offer new opportunities to practice the art. Here's Part II of a handy guide for telephonic self-defense.

Availability and Self-Assessments

In many organizations, employees develop self-assessments as a part of the performance review process. Because of a little-known effect related to the Availability Heuristic, these self-assessments can be biased against the employee.

Red Flags: III

Early signs of troubles in collaborations include toxic conflict, elevated turnover, and antipatterns in communication. But among the very earliest red flags are abuses of power. They're more significant than other red flags because abuses of power can convert any collaboration into a morass of destructive politics.

More Things I've Learned Along the Way: VI

When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is.

Personal Boundaries at Work

We often speak of setting boundaries at work — limitations on what we can reasonably ask of each other. We speak of them, but we don't always honor them. They can be easier to remember and honor if we regard them as freedoms rather than boundaries.

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

Forthcoming issues of Point Lookout

Coming June 4: White-Collar Contractor Sabotage

Modern firms in competitive, dynamic markets draw on many types of employer/employee relationships, including contractors. By providing privileges and perks preferentially among these different types, they risk creating a caldron of resentments that can reduce organizational effectiveness. Available here and by RSS on June 4.

And on June 11: More Things I've Learned Along the Way: VI

When I gain an important insight, or when I learn a lesson, I make a note. Example: If you're interested in changing how a social construct operates, knowing how it came to be the way it is can be much less useful than knowing what keeps it the way it is. Available here and by RSS on June 11.

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