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 non-accusatory 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 questionprobe 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.
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
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More articles on Ethics at Work:
- Non-Workplace Politics
- When we bring national or local political issues into the workplace — especially the divisive
issues — we risk disrupting our relationships, our projects, and the company itself.
- Dubious Dealings
- Negotiating contracts with outsourcing suppliers can present ethical dilemmas, even when we try to be
as fair as possible. The negotiation itself can present conflicts of interest. What are those conflicts?
- When You Aren't Supposed to Say: III
- Most of us have information that's "company confidential," or even more sensitive than that.
Sometimes people who want to know what we know try to suspend our ability to think critically. Here
are some of their techniques.
- On Organizational Coups d'Etat
- If your boss is truly incompetent, or maybe even evil, organizing a coup d'etat might have crossed
your mind. In most cases, it's wise to let it cross on through, all the way. Think of alternative ways out.
- Counterproductive Knowledge Work Behavior
- With the emergence of knowledge-oriented workplaces, counterproductive work behavior is taking on new
forms that are rare or inherently impossible in workplaces where knowledge plays a less central role.
Here are some examples.
Forthcoming issues of Point Lookout
- Coming June 27: Interrupting Others in Meetings Safely: I
- In meetings we sometimes feel the need to interrupt others to offer a view or information, or to suggest adjusting the process. But such interruptions carry risk of offense. How can we interrupt others safely? Available here and by RSS on June 27.
- And on July 4: Interrupting Others in Meetings Safely: II
- When we feel the need to interrupt someone who's speaking in a meeting, to offer a view or information, we would do well to consider (and mitigate) the risk of giving offense. Here are some techniques for interrupting the speaker in situations not addressed by the meeting's formal process. Available here and by RSS on July 4.
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenqDawwXyxOLSRYpQDner@ChacpRwpKDKClrcvMEbpoCanyon.com or (650) 787-6475, or toll-free in the continental US at (866) 378-5470.
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- Get 2009-10 in The Questions Not Asked (PDF, USD 11.95)
- Get all of the first twelve years (2001-2012) in The Collected Issues of Point Lookout (PDF, USD 28.99)
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- The Race to the South Pole: The Power of Agile Development
- On 14 December 1911, four men led by Roald
Amundsen reached the South Pole. Thirty-five days later, Robert F. Scott and four others followed. Amundsen
had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough. Lessons abound. Among the more important
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- Ohio National Insurance, 1 Financial Way, Blue Ash, OH: July
Monthly Meeting, Cincinnati
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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.