As we saw last time, passive deception disguises an actual capability, facility, or intention to make it difficult to detect, while active deception disguises a nonexistent capability, facility, or intention to make it appear real. Dozens of wonderful examples of active deception from the military domain come from the activities of the so-called Ghost Army in World War II.
The Ghost Army, officially the 23rd Headquarters Special Troops of the U.S. Army, deceived the enemy by creating the impression that forces were positioned where no forces actually were. They carried out missions in Britain before the Normandy landings, and staged 20 deceptions in Europe after the landings. Using inflatable dummy vehicles, sound trucks blaring recordings of mechanized vehicles, and false radio traffic mimicking actual units, they succeeded in distorting enemy positions and even drawing fire.
Here are two examples of active deceptions at work.
- Layers of the onion
- This ploy involves concealing a deception behind another deception. When the targets notice the frontmost deception, and see through it, they most often presume that what they find behind it is real. They rarely attempt to remove another layer of the onion.
- For example, finding in the output tray of a shared printer a resume of a colleague, we often assume that he or she is quietly job-hunting. We assume that we've detected a deception. We rarely consider the possibility that someone else printed the resume and left it there to deceive the discoverer into believing that the resume's owner is job-hunting. When we think we've detected a deception, we assume that the most obvious alternative explanation is true.
- False threats
- In the context of When we notice a deception,
we usually assume that
whatever lies behind
it is truthworkplace politics, a threat is a statement of intent to inflict harm or discomfort. Threats are usually conditional; that is, unless the target complies with the wishes of the threatener, the threat will be executed. A false threat is a threat that the threatener doesn't intend to carry out. It appears to be a real threat, though, and that's what makes this tactic an active deception.
- For example, to persuade a subordinate (Saul) to work six days a week for an extended period, a deceptive supervisor (Belinda) might threaten Saul with dismissal by saying, "If you won't do this, we'll find someone else who will." Some supervisors use this approach even when Saul has skills and knowledge that make him irreplaceable. If Belinda doesn't actually believe that Saul is replaceable, she's engaged in active deception. Sadly, the tactic often works. It's most effective when unemployment is high, because Saul fears losing his job.
These are simple examples. Some deceptions contain both active and passive elements. Understanding the nature of active and passive deceptions can reduce the chances of your being deceived. First 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? rbrenZLkFdSHmlHvCaSsuner@ChacbnsTPttsdDaRAswloCanyon.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 Workplace Politics:
- How to Avoid Responsibility
- Taking responsibility and a willingness to be held accountable are the hallmarks of either a rising
star in a high-performance organization, or a naïve fool in a low-performance organization. Either
way, you must know the more popular techniques for avoiding responsibility.
- Impasses in Group Decision Making: II
- When groups can't reach agreement on all aspects of an issue, the tactics of some members can actually
exacerbate disagreement. Here's Part II of an exploration of impasses, emphasizing two of the more toxic
- Narcissistic Behavior at Work: VII
- Narcissistic behavior at work prevents trusting relationships from developing. It also disrupts existing
relationships, and generates toxic conflict. One class of behaviors that's especially threatening to
relationships is disregard for the feelings of others. In this part of our series we examine the effects
of that disregard.
- Implicit Interrogations
- Investigations at work can begin with implicit interrogations — implicit because they're unannounced
and unacknowledged. The goal is to determine what people did or knew without revealing that an investigation
is underway. When asked, those conducting these interrogations often deny they're doing it. What's the
nature of implicit interrogations?
- Many "Stupid" Questions Aren't
- Occasionally someone asks a question that causes us to think, "Now that's a stupid question."
Rarely is that assessment correct. Knowing what alternatives are possible can help us respond more effectively
in the moment.
Forthcoming issues of Point Lookout
- Coming December 7: Reaching Agreements in Technological Contexts
- Reaching consensus in technological contexts presents special challenges. Problems can arise from interactions between the technological elements of the issue at hand, and the social dynamics of the group addressing that issue. Here are three examples. Available here and by RSS on December 7.
- And on December 14: Straw Man Variants
- The straw man fallacy is a famous rhetorical fallacy. Using it distorts debate and can lead groups to reach faulty conclusions. It's ad readily recognized, but it has some variants that are more difficult to spot. When unnoticed, trouble looms. Available here and by RSS on December 14.
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
Beware any resource that speaks of "winning" at workplace politics or "defeating" it. You can benefit or not, but there is no score-keeping, and it isn't a game.