An inflatable aircraft of the U.S. Ghost Army in World War II. That inflatable aircraft were used as part of the simulation of ghost divisions is interesting enough, but if you look closely, you'll notice that it is camouflaged with netting overhead. The camouflage that was used was intended to be ineffective enough that the dummy aircraft would be detectable by enemy reconnaissance aircraft. This deception thus conforms to the pattern we here call "Layers of the onion." the idea was that the enemy should be able to detect the dummy aircraft because the camouflage deception was ineffective. Having detected it, the enemy would then conclude that it was a real aircraft, and not examine it carefully enough to determine its true nature. Indeed, a dummy aircraft without camouflage would certainly have seemed suspicious. The stakes were actually much higher than simple detection of dummy aircraft. The enemy had no inkling that the Ghost Army was engaged in deception at all. If even one of their deceptions had been uncovered, their effectiveness overall would have been compromised.
So it is with workplace deception. Once one becomes known for engaging in deception, trusting relationships become difficult to maintain. Isolation is a serious risk.
Photo courtesy U.S. National Archives.
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. 
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Related articles
More articles on Workplace Politics:
Responding to Threats: I- Threats are one form of communication common to many organizational cultures, especially as pressure
mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
On Snitching at Work: II- Reporting violations of laws, policies, regulations, or ethics to authorities at work can expose you
to the risk of retribution. That's why the reporting decision must consider the need for safety.
Cultural Indicators of Political Risk- Because of fire risk, hiking in dry forests during dry seasons can be dangerous. In the forest, we stay
safe from fire if we attend to the indicators of fire risk. In the workplace, do you know the indicators
of political risk?
Please Reassure Them- When things go wildly wrong, someone is usually designated to investigate and assess the probability
of further trouble. That role can be risky. Here are three guidelines for protecting yourself if that
role falls to you.
The Risks of Humor at Work- Humor at work can be useful for strengthening relationships, making connections, and defusing tension.
And it can be risky, too. Some risks: irrelevance to the here and now, leaving out the funny, or ambiguous
sarcasm. Read this post for five more risks.
See also Workplace Politics and Workplace Politics for more related articles.
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