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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Devious Political Tactics: A Field Manual

Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.

Personnel-Sensitive Risks: II

Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't discuss them openly, how can we deal with them?

Some Truths About Lies: IV

Extended interviews provide multiple opportunities for detecting lies by people intent on deception. Here's Part IV 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 14: Pseudo-Collaborations

Most workplace collaborations produce results of value. But some collaborations — pseudo-collaborations — are inherently incapable of producing value, due to performance management systems, or lack of authority, or lack of access to information. Available here and by RSS on June 14.

And on June 21: Asking Burning Questions

When we suddenly realize that an important question needs answering, directly asking that question in a meeting might not be an effective way to focus the attention of the group. There are risks. Fortunately, there are also ways to manage those risks. Available here and by RSS on June 21.

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