Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 6, Issue 13;   March 29, 2006: When You Aren't Supposed to Say: I

When You Aren't Supposed to Say: I

by

Most of us have information that's "company confidential," or possibly even more sensitive than that. When we encounter individuals who try to extract that information, we're better able to protect it if we know their techniques.

Mike froze in mid-stride. Without realizing it, he'd left that other guy in his office unattended. Sitting in open view on his desk were the financials for the quarterly summary. He turned to the woman beside him and said, "Excuse me, I'll have to show you to the elevator in a minute. Please come back with me to my office now."

When they reached his office, the man was gone. Mike looked at his desk. It appeared undisturbed, but he still felt uneasy. He'd have to report this.

The Great WallMike has just become a victim of a misdirection tactic, intended to breach the virtual wall of security at its weakest point: person-to-person interactions.

First the unknown man had entered his office, asking for Philippe, who was at a meeting. Then, almost immediately, the woman had entered asking for directions to the elevator. He'd stepped out of his office to point the way, and she'd asked him to escort her a little farther. And that was it. A perfect setup.

Most of us have information that must be protected. We must take care, for example, when disclosure would be impolitic, unethical, or dangerous. And the more sensitive the information, the more likely we are to encounter persistent and skillful seekers of that information. Some are willing to do almost anything to get what they want.

When you possess sensitive information that others desire, you might become the target of a variety of techniques of varying ethical value. Understanding those techniques, and preparing to resist them, helps protect your information, your career, and perhaps even your life.

The more sensitive the information,
the more likely we are to encounter
persistent and skillful seekers
of that information
Some seekers have extensive resources that are out of view of the target. They use these resources to wring value out of even the most unlikely bits of data. Here are some examples of resource-based methods.

Holography
This technique involves integrating partial information from multiple targets to make a useful whole. It's effective when the targets feel that they're safe in revealing a minimal bit of data, not realizing that other targets might reveal other pieces. Indicators of this method are questions about details, such as what make of car someone owns. "Just curious" is rarely a reasonable justification for questions of this kind.
Nonchance chance meeting
If you have a routine, such as often going to the same place for lunch, you might "accidentally" meet the seeker, who strikes up a friendship that appears to be unrelated to your job. Disclosing information to someone you met seemingly by chance can be risky. Validate.
False flag
Seekers might represent themselves as law enforcement, reporters, biographers, insurance investigators, or similar information gatherers. They might display legitimate-looking credentials or other insignia. Unless you have the expertise required to validate credentials, remain skeptical.

Seekers have other techniques available, too. We'll look at some misdirection-based methods next time. Go to top Top  Next issue: When You Aren't Supposed to Say: II  Next Issue

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This article in its entirety was written by a human being. No machine intelligence was involved in any way.

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If you're responsible for an organizational effort with many stakeholders, communicating with them is important to success. Publishing an internal newsletter is a great way to keep them informed.
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When making contributions to meeting discussions, we're sometimes interrupted. Often, the interruption is beneficial and saves time. But some people constantly interrupt their peers or near peers, disrespectfully, in a pattern that compromises meeting outcomes. How can we deal with chronic peer interrupters?
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Ever have the experience of sending an email message to someone, asking for information or approval or whatever, and then waiting for a response that comes only too late? Maybe your correspondent is an evil loser, but maybe not. Maybe the problem is in your message.
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Some sources of confusion in communications are difficult to detect. Because they escape our notice, they are also difficult to avoid. One example: words that mean different things in different contexts. Another: multiple negations involving prefixes.
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See also Effective Communication at Work and Effective Communication at Work for more related articles.

Forthcoming issues of Point Lookout

A fictional tornado striking ManhattanComing April 23: On Planning in Plan-Hostile Environments: I
In most organizations, most of the time, the plans we make run into little obstacles. When that happens, we find workarounds. We adapt. We flex. We innovate. But there are times when whatever fix we try, in whatever way we replan, we just can't make it work. We're working in a plan-hostile environment. Available here and by RSS on April 23.
Someone got the wrong information about which sneakers to wear on which feetAnd on April 30: On Planning in Plan-Hostile Environments: II
When we finally execute plans, we encounter obstacles. So we find workarounds or adjust the plans. But there are times when nothing we try gets us back on track. When this happens for nearly every plan, we might be working in a plan-hostile environment. Available here and by RSS on April 30.

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