When You Aren't Supposed to Say: II

When we possess information that's "company confidential" or politically sensitive, protecting it can be a challenge, because seekers of that information can be very clever and persistent. This is Part II of a catalog of the methods they use. See "When You Aren't Supposed to Say: I," Point Lookout for March 29, 2006, for methods based on special resources. This article examines techniques that use misdirection to prompt the target to disclose valuable information. Some examples:

Trust-building

By disclosing something that seems personal or sensitive, seekers can gain the trust of the target. They might offer information that disparages or even harms political foes. When you sense that someone trusts you too easily, consider the possibility that you're the target of a trust-building seeker of sensitive information.

Diversion

Illusionists commonly use diversion tactics. In the workplace, what happened to Mike might be typical (see "When You Aren't Supposed to Say: I," Point Lookout for March 29, 2006), but even a fire drill provides opportunities.Using misdirection, seekers
of information induce
their targets to willingly
disclose valuable information

Flirtation, flattery, and romance

When deftly used, flirtation, flattery, and romance are especially effective with those who are vulnerable or naïve. Between socially incompatible types, and when initiated by the more adept of the pair, these tactics could be indicators of information-seeking.

Bait

By saying something that's wrong or incomplete, or by setting up the target to demonstrate superior knowledge, the seeker might induce the target to disclose sensitive information. Because many high achievers dislike being corrected or being shown to have inferior skill, accepting correction with little comment and no resistance could be an indicator of this tactic.

Disinterest

Feigning disinterest, either by interruption or by appearing to be distracted, the seeker presents a cue to the target that what was just said was unimportant. Alternatively, the seeker might focus on an unimportant detail of the conversation to mislead the target about what the real point of interest is.

Relationship-building

Cultivating friendship over a relatively long period of time, especially when accompanied by a flow of useful information from the seeker to the target, could be an indicator of this tactic. Those most vulnerable have few friends and might even be isolated by internal politics. Managers who allow isolated individuals to remain so are creating a vulnerability to this tactic.

Conspiracy

By drawing the target into a secret relationship, the seeker forms a tight bond with the target. One famous example of this technique is Connie Chung's 1995 interview of Newt Gingrich's mother, in which she said, "Why don't you just whisper it to me, just between you and me?" When a seeker suggests confidentiality or secrecy, and revealing the information could be harmful to the target, the seeker could be using this technique.

The last group of tactics for uncovering sensitive information includes those that depend on inducing the target not to think critically. We'll explore them next time.  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

Some of these tactics, such as flirtation and bait, are even more effective when they're used in an indirect manner. See "The True Costs of Indirectness," Point Lookout for November 29, 2006, for more.

Your comments are welcome

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.

Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.

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.

Related articles

More articles on Effective Communication at Work:

Can You Hear Me Now?

Not feeling heard can feel like an attack, even when there was no attack, and then conversation can quickly turn to war. Here are some tips for hearing your conversation partner and for conveying the message that you actually did hear.

The Problem of Work Life Balance

When we consider the problem of work life balance, we're at a disadvantage from the start. The term itself is part of the problem.

Reframing Hurtful Dismissiveness

Targets of dismissive remarks often feel that their concerns are being judged as unimportant, which can be painful when their concerns are real. But there is an alternative to pain. It requires a little skill and discipline, but it can work.

When the Answer Isn't the Point: I

When we ask each other questions, the answers aren't always what we seek. Sometimes the behavior of the respondent is what matters. Here are some techniques questioners use when the answer to the question wasn't the point of asking.

Reframing Revision Resentment: II

When we're required to revise something previously produced — prose, designs, software, whatever, we sometimes experience frustration with those requiring the revisions. Here are some alternative perspectives that can be helpful.

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

Forthcoming issues of Point Lookout

Coming March 29: Time Slot Recycling: The Risks

When we can't begin a meeting because some people haven't arrived, we sometimes cancel the meeting and hold a different one, with the people who are in attendance. It might seem like a good way to avoid wasting time, but there are risks. Available here and by RSS on March 29.

And on April 5: The Fallacy of Division

Errors of reasoning are pervasive in everyday thought in most organizations. One of the more common errors is called the Fallacy of Division, in which we assume that attributes of a class apply to all members of that class. It leads to ridiculous results. Available here and by RSS on April 5.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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, )
• Get 2003-4 in Why Dogs Wag (PDF, )
• Get 2005-6 in Loopy Things We Do (PDF, )
• Get 2007-8 in Things We Believe That Maybe Aren't So True (PDF, )
• Get 2009-10 in The Questions Not Asked (PDF, )
• Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, )

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 500-1000 words in your inbox in one hour. License any article from this Web site. More info