Formal interrogation in the workplace usually occurs only in connection with investigations of transgressions of some sort — negligence or violations of organizational policy, to cite two examples. The objective of a formal interrogation is a compilation of the facts of the case to inform any decisions with regard to the future status of those who have allegedly transgressed. In a formal interrogation, all parties involved are aware that an interrogation is underway, and the organization might even offer assistance or advice to those being interrogated or those suspected of having transgressed. And to ensure fairness, the information sought in formal interrogations includes both the incriminating and the exculpatory.
Implicit interrogation is something else altogether.
Implicit interrogations differ from formal interrogations in three important respects: objectives, openness, and fairness. In what follows, to avoid using the rather cumbersome terms Interrogator and Interviewee, I'll use the names Alex (for "asker") and Reese (for "responder"), respectively. By a coin flip, I designated Alex as female, and Reese as male.
- Objectives
- In implicit interrogation, Alex has in mind that a transgression has taken place, or might take place. She then undertakes an information-gathering exercise that includes interviews of multiple people, with a goal of confirming her hypothesis. Compared to formal interrogations, implicit interrogations are therefore less likely to uncover exculpatory information, because the interrogators aren't looking for it. Moreover, when interrogators in implicit interrogations do find exculpatory information, they sometimes reject it or cover it over. This filtering might be malicious, but more likely it's the result of a confirmation bias.
- But the goalsImplicit interrogations differ
from formal interrogations in
three important respects:
objectives, openness, and fairness of implicit interrogations might be much broader. Alex might be seeking information related to internal political issues, such as the plans or intentions of political rivals, the structures of political alliances, the leanings or inclinations of influential people, or any information that could defame or debilitate her political rivals. Implicit interrogations that have political goals are rarely commissioned by the organization — political actors undertake them for political purposes. And they want to remain undetected. - Openness
- Formal interrogations are open in the sense that the people interrogated are aware that an interrogation is occurring. They know that the interrogation is part of an investigative process that has an architecture defined by organizational policy. Indeed, that policy typically requires that anyone subjected to questioning be informed that an investigation is underway.
- Implicit interrogations aren't open in that sense. In an implicit interrogation, Alex doesn't inform Reese that an investigation is underway. Reese might know from other sources that an investigation — formal or informal — is taking place, but he can't be certain that the questions Alex is asking are related to any investigation. He can't even be certain that Alex has any investigative role at all. To Reese, Alex's questions might appear motivated by innocent curiosity, if Alex is clever enough about how she asks the questions.
- Because the implicit interrogation lacks openness, Alex must take care not to behave in any way that would alert Reese to the true purpose of the questions she asks him. If Reese begins to suspect that an implicit interrogation is taking place, he might become cautious or defensive in his responses, and that might limit Alex's ability to gather the information she seeks. The tactics Alex uses to conceal her true agenda, and the tactics Reese might use in his own defense — are topics for future posts.
- Fairness
- Formal interrogations, and indeed the entire investigations of which they might be components — are designed to uncover truth. To accomplish this, they must be fair to all concerned. An implicit interrogation that's a preliminary to a formal investigation is likely to be fair, because the interrogator expects the results of the interrogation to be reviewed by people who intend to conduct a fair investigation.
- But many implicit interrogations are informal affairs that are designed to cause political trouble for political rivals, or to gather information about someone targeted for termination or career disruption. Those who conduct implicit interrogations of this category aren't interested in fair results. Their interest lies in finding results that they can use to advance a pre-determined agenda.
Next time, we'll explore the tactics of those who conduct implicit interrogations, to learn how they avoid detection and bias their results. Next issue 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 welcome
Would you like to see your comments posted here? rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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.
This article in its entirety was written by a human being. No machine intelligence was involved in any way.
Point Lookout is a free weekly email newsletter. Browse the archive of past issues. Subscribe for free.
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.
Related articles
More articles on Devious Political Tactics:
- Some Hazards of Skip-Level Interviews: II
- Skip-level interviews are dialogs between a subordinate and the subordinate's supervisor's supervisor.
They can be both heplful and hazardous. Here's Part II of a little catalog of the hazards.
- Ten Approaches to Managing Project Risks: II
- Managing risk entails coping with unwanted events that might or might not happen, and which can be costly
if they do happen. Here's Part II of our exploration of coping strategies for unwanted events.
- Narcissistic Behavior at Work: VI
- Narcissistic behavior at work distorts decisions, disrupts relationships, and generates toxic conflict.
These consequences limit the ability of the organization to achieve its goals. In this part of our series
we examine the effects of exploiting others for personal ends.
- On Reporting Noncompliance
- Regulating compliance with process design in organizations requires monitoring process usage. Typically,
process monitors depend on reports from process participants. In blame-oriented cultures, fear of retribution
can limit what these reports contain.
- Layoff Warning Signs: I
- One of the better career moves you can make is leaving your current position before your employer conducts
layoffs. When you choose the time, you aren't under pressure and you make better decisions. Here are
eight warning signs of coming layoffs.
See also Devious Political Tactics and Devious Political Tactics for more related articles.
Forthcoming issues of Point Lookout
- Coming 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.
- 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.
Coaching services
I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.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
Follow Rick
Recommend this issue to a friend
Send an email message to a friend
rbrenyrWpTxHuyCrjZbUpner@ChacnoFNuSyWlVzCaGfooCanyon.comSend a message to Rick
A Tip A Day feed
Point Lookout weekly feed