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 non-specialist, 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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Related articles

More articles on Ethics at Work:

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?

When Others Curry Favor

When peers curry favor with the boss, many of us feel contempt, an urge for revenge, anger, or worse. Trying to stop those who curry favor probably isn't an effective strategy. What is?

Personnel-Sensitive Risks: I

Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can harm the enterprise or its people. Since most risk management plans are available to a broad internal audience, personnel-sensitive risks cannot be managed in the customary way. Why not?

Telephonic Deceptions: I

People have been deceiving each other at work since the invention of work. Nowadays, with telephones ever-present, telephonic deceptions are becoming more creative. Here's Part I of a handy guide for telephonic self-defense.

Some Truths About Lies: III

Detecting lies by someone intent on misrepresentation is an important skill for executives, managers, project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III of our little collection of lie detection techniques.

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

Forthcoming issues of Point Lookout

Coming June 27: Interrupting Others in Meetings Safely: I

In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.

And on July 4: Interrupting Others in Meetings Safely: II

When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.

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