Seinfeld, a TV series that first ran from 1989 to 1998 in the United States (and will likely run for decades more) was famous as a "show about nothing." More accurately, perhaps, it was a show about life. It has become the source of a genre of Web sites, books, and miscellaneous whatnot with the general theme "What Seinfeld Teaches Us about Life." One valuable idea that I — and many others — drew from Episode 102 appears in a line spoken by the famous ne'er-do-well character "George Costanza," who says, "…it's not a lie…if you believe it."
Whether he's correct or not, it's apparent that "George" does believe what he's saying, and therefore, if his claim is correct, he's not lying. But that's obvious. Less obvious: if the statement is incorrect, is he lying?
This is a nontrivial question. In the United States, substantiating a charge of fraud requires that five specific conditions be met, one of which is that the defendant must have knowingly made a false statement.
So I decided to examine the connection between statement validity and the speaker's belief. The result is what might be called "The Costanza Matrix." As a legal tool, it isn't worth much, but in the workplace it can help sort out ethical questions when someone makes a false statement.
The Costanza matrix is a two-by-two matrix whose axes might be described as Statement Truth and Speaker's Belief, which are, respectively, the degree of truth of the statement, and the degree to which the speaker believes it. Here are the four cells of this matrix.
- Statement is true; Speaker believes it's true
- The speaker is honestly conveying valid information when the statement is true and the speaker believes it's true. I call this Honest Information.
- Statement is false; Speaker believes it's true
- The speaker The Costanza matrix is a two-by-two
matrix whose axes might be
described as Statement Truth
and Speaker's Beliefis making an honest error when the statement is false, but the speaker believes it's true, whether out of ignorance, stupidity, or having been misinformed. I call this Misinformation. This is the situation "George" was talking about: it's not a lie if you believe it. - Statement is false; Speaker believes it's false
- The speaker is dishonestly conveying disinformation, or is plainly lying, when the statement is false, and the speaker knows it's false. I call this Disinformation or Lying.
- Statement is true; Speaker believes it's false
- When the statement is true, but the speaker believes it's false, and intends to mislead, the speaker is lying, but incompetently so. I call this Incompetent Lying.
The possibly novel insight here is that when a speaker is making a true statement, it's nevertheless a lie if the speaker believes it to be false and intends to mislead — an incompetent lie, to be sure, but still a lie. One finer point: if the statement is true, but the speaker believes it's false and is mistaken about why he or she believes the statement is false, we might be underestimating the degree of incompetence, but the speaker is still lying incompetently. In any case, as "George" might say, if a statement is true, "it is a lie if you don't believe it." Top Next Issue
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Related articles
More articles on Ethics at Work:
- When You're Scared to Tell the Truth
- In the project context, we need to know that whatever we're hearing from colleagues is the truth as
they see it. Yet, sometimes we shade the truth, or omit important details. Here's a list of some of
the advantages of telling the truth.
- When You Aren't Supposed to Say: II
- Most of us have information that's "company confidential," or possibly even more sensitive
than that. Sometimes people who try to extract that information use techniques based on misdirection.
Here are some of them.
- Telephonic Deceptions: II
- Deception at work probably wasn't invented at work. Most likely it is a continuation of deception in
the rest of life. But the technologies of the modern workplace offer new opportunities to practice the
art. Here's Part II of a handy guide for telephonic self-defense.
- Red Flags: III
- Early signs of troubles in collaborations include toxic conflict, elevated turnover, and anti-patterns
in communication. But among the very earliest red flags are abuses of power. They're more significant
than other red flags because abuses of power can convert any collaboration into a morass of destructive
politics.
- Personal Boundaries at Work
- We often speak of setting boundaries at work — limitations on what we can reasonably ask of each
other. We speak of them, but we don't always honor them. They can be easier to remember and honor if
we regard them as freedoms rather than boundaries.
See also Ethics at Work and Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
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- 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.
- And 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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