When we aren't supposed to disclose things we know, and when that information is sensitive, we might encounter people who try to extract it. This is Part III of a little catalog of methods they use. See "When You Aren't Supposed to Say: I," Point Lookout for March 29, 2006, for methods based on special resources, and "When You Aren't Supposed to Say: II," Point Lookout for April 5, 2006, for methods that use misdirection.
To decide whether or not to disclose something to someone, we must determine whether such disclosure is appropriate. Making that judgment requires critical thinking — the ability to reason, to think clearly, and to form valid conclusions or make sound judgments. Here are some methods for eliciting information that rely on suspending the target's ability to think critically.
- Shaking the tree
- By creating in the target a state of emotional upset, seekers hope to generate out-of-control behavior just to see what falls out. Emotional states that are especially fruitful are anger, fear, and romantic rejection.
- Good cop, bad cop
- In this method, two seekers pursue the target. One uses pressure and fear, while the other uses a kinder and gentler approach. This method still works, despite its being a well known (and overused) plot device in fiction, film, and television.
- Some questions come gift-wrapped: "Let me ask you…," or "Can I get some information about…," or "I'd like to learn about…," or "Let me pick your brain about…," or "You're an expert on X, can you tell me about…" The wrapping is intended to trigger a desire to cooperate.
- By interfering with
our ability to think
critically, seekers of
what they want
- When we're in contact with someone over a long period of time, as on an extended business trip, we tend to become less guarded. Be alert to probing questions that seem unrelated to the tasks at hand. Limit conversation when you're fatigued or stressed.
- Authority or command
- Sometimes used by those with organizational power, these methods are also available to certification, legal, and enforcement authorities. An example of the latter, from The Firm by John Grisham (Order from Amazon.com), is "Wayne Tarrance," played by Ed Harris in the film directed by Sydney Pollack (Order from Amazon.com).
- Blackmail, bribery, and extortion
- Targets of blackmail, bribery, or extortion can experience feelings of extreme helplessness. These methods are favorites of the Firm's enforcer, "Bill DeVasher," played by Wilford Brimley in the film.
- Substances and wining-and-dining
- Seekers might use alcohol, food, or other substances in what seems to be a social context. In The Firm "Avery Tolar" (played by Gene Hackman in the film), uses these methods to make "Mitch McDeere" (played by Tom Cruise) vulnerable to the setup involving the prostitute on the beach.
Over the next month, notice these techniques in use at work. You might spot them more easily when they're used on others. Once you become aware of these methods, you'll be less likely to reveal what you ought not. Top Next Issue
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More articles on Effective Communication at Work:
- Some Truths About Lies: I
- However ethical you might be, you can't control the ethics of others. Can you tell when someone knowingly
tries to mislead you? Here's Part I of a catalog of techniques misleaders use.
- When Fear Takes Hold
- Leading an organization through a rough patch, we sometimes devise solutions that are elegant, but counterintuitive
or difficult to explain. Even when they would almost certainly work, a simpler fix might be more effective.
- Communication Templates: I
- Some communication patterns are so widely used that nearly everyone in a given cultural group knows
them. These templates demand certain prescribed responses, and societal norms enforce them. In themselves,
they're harmless, but there are risks.
- Communication Templates: II
- Communication templates are patterns that are so widely used that once identified, nearly everyone recognizes
them. In this Part II we consider some of the more toxic — less innocuous — communication
- Conversation Irritants: I
- Conversations at work can be frustrating even when everyone tries to be polite, clear, and unambiguous.
But some people actually try to be nasty, unclear, and ambiguous. Here's Part I of a small collection
of their techniques.
Forthcoming issues of Point Lookout
- Coming April 24: Big, Complicated Problems
- Big, complicated problems can be difficult to solve. Even contemplating them can be daunting. But we can survive them if we get advice we can trust, know our resources, recall solutions to past problems, find workarounds, or as a last resort, escape. Available here and by RSS on April 24.
- And on May 1: Full Disclosure
- The term "full disclosure" is now a fairly common phrase, especially in news interviews and in film and fiction thrillers involving government employees or attorneys. It also has relevance in the knowledge workplace, and nuances associated with it can affect your credibility. Available here and by RSS on May 1.
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- 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.