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.
- 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
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? rbrennfJFQjFmYAZXUiWEner@ChacDxvyRTXHEYZhkbxwoCanyon.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:
- 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
- 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.
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.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenddAxcbUBXpNljXbzner@ChaccJINKyarbccEChZWoCanyon.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, USD 11.95)
- Get 2003-4 in Why Dogs Wag (PDF, USD 11.95)
- Get 2005-6 in Loopy Things We Do (PDF, USD 11.95)
- Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, USD 11.95)
- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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: The Power of Agile Development
- 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. Lessons abound. Among the more important
lessons are those that demonstrate the power of the agile approach to project management and product
development. Read more about this program. Here's
a date for this program:
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
chapter of the International Institute of Business Analysis. Register now.
- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July 17, Monthly Meeting, Cincinnati chapter of the International Institute of Business Analysis. 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.
- Your stuff is brilliant! Thank you!
- You and Scott Adams both secretly work here, right?
- I really enjoy my weekly newsletters. I appreciate the quick read.
- A sort of Dr. Phil for Management!
- …extremely accurate, inspiring and applicable to day-to-day … invaluable.