Point Lookout: a free weekly publication of Chaco Canyon Consulting
Volume 13, Issue 48;   November 27, 2013: Some Truths About Lies: III

Some Truths About Lies: III

by

Detecting lies by someone intent on misrepresentation is an important skill for executives, managers, project managers, and just about anyone involved in knowledge-oriented organizations. Here's Part III of our little collection of lie detection techniques.
The molecular structure of Oleic Acid (a cis fat, top), and Elaidic Acid (a trans fat, bottom)

The molecular structure of Oleic Acid (a cis fat, top), and Elaidic Acid (a trans fat, bottom). The two fats have identical numbers of carbon atoms (black), hydrogen atoms (white) and oxygen atoms (red). The numbers of different bond types are also identical. The difference between the two is the placement of the carbon-carbon double bonds near the middle of the chains. In the trans fat version (Elaidic Acid, bottom), the carbon-carbon double bonds are across from each other (hence the name trans fat). In the cis fat version, the Oleic Acid, the carbon-carbon double bonds are adjacent to each other, which causes a bend in the chain at that point. (The prefix cis is from Latin. It means "on this side").

The molecules of the trans isomer are able to pack tightly together to form a solid at temperatures of the human body and slightly above. The molecules of the cis isomer aren't able to do so. They are liquids. This solidification property makes the trans fat an attractive ingredient for foods, because it extends shelf life by preventing rancidity. It also makes the trans fat a deadly ingredient in food, because it solidifies and collects on arterial walls, contributing to heart disease. Photos courtesy Wikipedia.

It's often difficult to detect a lie, but detecting lies can be much easier. Although spotting a single instance of a misleading statement can be difficult, we can often detect deceptions that might otherwise escape our notice if they're part of a series of statements offered over a period of time. One form that facilitates this scenario is the interview.

The term interview connotes a friendly question-and-answer format that we might encounter in print media or broadcast media. But the term also applies to a nonaccusatory question-and-answer session during or after presentations at meetings, or in a one-on-one meeting with one's supervisor, or any of dozens of other situations at work. Interviews are distinguished from interrogations, which are clearly accusatory.

Here's Part III of our little catalog of indicators that suggest the handiwork of a deceiver, emphasizing techniques that apply during interviews. See "Some Truths About Lies: I," Point Lookout for August 4, 2004, for more.

Unpleasantness, defensiveness, or intimidation
Although many follow-up questions are motivated by innocent confusion or a search for clarity, some deceivers experience follow-up questions as challenges to the deceiver's claims. To prevent further follow-up questions, deceivers who fear that their deceptions aren't working sometimes express resentment or anger in response to follow-up questions. Rarely are these emotional displays real in the conventional sense. The deceivers are just using intimidation as a diversion to prevent further probing.
Deceivers who use intimidation, anger, sarcasm, or other means of deterring further questioning are at best failing to cooperate with the interviewer; at worst, they're concealing something important.
That can't be it; it's too small
Deceivers intent on discrediting evidence of errors, negligence, or wrongdoing sometimes assert that evidence is invalid because it's inconclusive on its own, even when it is valid as part of a complete pattern of evidence, or when it typifies incidents that have occurred numerous times. For example, consuming one gram of trans fat doesn't cause coronary artery disease. But consuming one gram per day for thirty years probably would.
Evidence dismissed by the deceiver prematurely as insufficient could indicate a desire to conceal a larger body of damning evidence. During the interview, take note of repeated use of this technique.
An answer for everything
When interviewers When interviewers probe for more
complete disclosure of deceivers'
positions, some deceivers have
exculpatory responses for
absolutely every question
probe for more complete disclosure of deceivers' positions, some deceivers have exculpatory responses for absolutely every question. Such a 100% performance isn't typical outside the realm of deception, because most people have only incomplete knowledge of any given situation.
More important, though, deceivers know that they're deceiving. Some are a little frightened about it. They tend to compensate by presenting stories without holes. But since some highly sophisticated deceivers know that ironclad stories are the mark of the deceiver, they do include some (unimportant) holes now and then.

We'll continue next time with more techniques for detecting lies using the interview.  Some Truths About Lies: I First issue in this series   Some Truths About Lies: IV Next issue in this series  Go to top Top  Next issue: Some Truths About Lies: IV  Next Issue

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More articles on Ethics at Work:

A nervous dogThe Power of Presuppositions
Presuppositions are powerful tools for manipulating others. To defend yourself, know how they're used, know how to detect them, and know how to respond.
The Great WallWhen You Aren't Supposed to Say: I
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.
Former U.S. Secretary of State Colin PowellDevious Political Tactics: A Field Manual
Some practitioners of workplace politics use an assortment of devious tactics to accomplish their ends. Since most of us operate in a fairly straightforward manner, the devious among us gain unfair advantage. Here are some of their techniques, and some suggestions for effective responses.
Washington Irving, American author, 1783-1859Extrasensory Deception: I
Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong, or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
Harry Stonecipher, former CEO of The Boeing CompanyPersonnel-Sensitive Risks: II
Personnel-sensitive risks are risks that are difficult to discuss openly. Open discussion could infringe on someone's privacy, or lead to hurt feelings, or to toxic politics or toxic conflict. If we can't discuss them openly, how can we deal with them?

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

Forthcoming issues of Point Lookout

A white water rafting team completes its courseComing December 11: White Water Rafting as a Metaphor for Group Development
Tuckman's model of small group development, best known as "Forming-Storming-Norming-Performing," applies better to development of some groups than to others. We can use a metaphor to explore how the model applies to Storming in task-oriented work groups. Available here and by RSS on December 11.
Tuckman's stages of group developmentAnd on December 18: Subgrouping and Conway's Law
When task-oriented work groups address complex tasks, they might form subgroups to address subtasks. The structure of the subgroups and the order in which they form depend on the structure of the group's task and the sequencing of the subtasks. Available here and by RSS on December 18.

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