Three Levels of Deception at Work

Deception is a widely used technique of workplace politics. In general, we engage in deception when we choose actions that are intended to cause others to believe something different from what we know (or believe) to be true. Deceivers use deception to gain advantage for their part of the organization or for themselves personally. If you want to avoid being deceived yourself, mastery of the contents of the "deception toolbox" is a critical political skill.

And that mastery begins with a high-level view of the contents of the Deception Toolbox. Tools of deception are available in three rough categories. Strategic deceptions are intended to deceive others about basic objectives, intentions, strategies, or capabilities. Operational deceptions disguise a specific operation or action that's planned or whose planning is underway. Tactical deceptions deceive others about current activities.

Real life Real life is of course complicated.
Some deceptions have combinations of
strategic, operational, and tactical
components. Any combination is possible.is of course more complicated. Some deceptions have combinations of strategic, operational and tactical components. All combinations are possible. To acquire skills needed for recognizing deceptions, understanding the three categories is essential.

Strategic deception

Although all deceptions exploit psychology to some degree, strategic deception might be the most dependent on psychological phenomena. For instance, observers have a tendency to deceive themselves if the data they receive is jarringly at odds with what they know and understand of the system they're observing. They do this by interpreting their observations so as to maintain the order of things as they know them. in some cases, they adopt observation strategies that bias the data in favor of that world view.

This process opens possibilities for deceivers. By exploiting the observers' tendency to gather and interpret data so as to conform to their preconceptions, deceivers can mask their activities to appear to be what observers expect, or to appear to have little or no significance.

For example, an employee about to initiate a search for employment elsewhere might begin working from home on a regular basis to make time off for job interviews less obvious. This is a strategy that employs the technique of conditioning by repeatedly engaging in behavior — the cover — that could be preparation for the planned action. When the deceiver finally undertakes the action, the person deceived interprets the action as the cover.

Operational deception

An operational deception is one that supports an activity that's actually underway. The objective of the operational deception is to guide the observer into interpreting available data so as to prevent detection or recognition of that activity, or to misinterpret it in ways that prevent the observer from taking actions not in the deceiver's interest.

The most sophisticated forms of operational deception are self-concealing. That is, when the operation is complete, whether or not it is successful, the observer will not have gained any confirmation that a deception was involved. This property is important in the workplace, because it enables the deceiver to use deceptions repeatedly without loss of effectiveness.

For example, Tara is a micromanager. One of her team, Rob, has been asked to deliver a series of training sessions for another department. Tara finally approves Rob's proposal for the first session, to be held in two weeks. Rob begins preparing the training materials, but only two days before the first session, Tara notifies Rob that she wants to review the materials before giving her "final approval." Tara has deceived Rob by implying that he was approved to deliver the training, without telling him that she would be reviewing the materials, and that she was withholding "final approval." She has deceived him by concealing her micromanagement until it's too late for Rob to negotiate with Tara to avoid making any changes she demands.

Tactical deception

A tactical deception is one that deceives observers about action that is underway or about what is happening in the moment. A simple example is a false denial that an event is occurring. To delay a choice from among competing proposals until the favored entry has been submitted, a deceiver might say, "I haven't rejected your proposal; it's still under consideration."

A more sophisticated example of tactical deception involves exploiting the unwritten rules against perfidy. Deceivers engage in perfidious acts because they believe that opponents will assume that they won't, and this gives them an advantage — in surprise, at least.

But perfidious behavior is difficult to conceal. Detection of patterns of perfidious behavior, or patterns of absence of ethical behavior, can expose the deceiver's intents. One means of limiting detection of patterns is migration. By migrating from one organization to another relatively rapidly, the deceiver limits the number of people who have enough information to detect patterns of perfidy.

Actions of many kinds — not only deception — can be classified according to the framework of strategy, operations, and tactics. The class of actions that protect against being deceived is one. For example, a strategy for preventing oneself from being deceived might be to study the craft of deception. What would be an example of an operation that would reduce the risk of being deceived? What would be a tactic?  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

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.

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 Workplace Politics:

Devious Political Tactics: The False Opportunity

Workplace politics can make any environment dangerous, both to your career and to your health. This excerpt from my little catalog of devious political tactics describes the false opportunity, which appears to be a chance to perform, to contribute, or to make a real difference. It's often something else.

Dismissive Gestures: III

Sometimes we use dismissive gestures to express disdain, to assert superior status, to exact revenge or as tools of destructive conflict. And sometimes we use them by accident. They hurt personally, and they harm the effectiveness of the organization. Here's Part III of a little catalog of dismissive gestures.

What Insubordinate Nonsubordinates Want: II

When you're responsible for an organizational function, and someone not reporting to you won't recognize your authority, or doesn't comply with policies you rightfully established, you have a hard time carrying out your responsibilities. Why does this happen?

The End-to-End Cost of Meetings: III

Many complain about attending meetings. Certainly meetings can be maddening affairs, and they also cost way more than most of us appreciate. Understanding how much we spend on meetings might help us get control of them. Here's Part III of a survey of some less-appreciated costs.

Problem Displacement by Intention

When solving problems creates new problems, or creates problems elsewhere, we say that problem displacement has occurred. Sometimes it's intentional.

See also Workplace Politics and Conflict Management for more related articles.

Forthcoming issues of Point Lookout

Coming June 1: Mental Accounting and Technical Debt

In many organizations, technical debt has resisted efforts to control it. We've made important technical advances, but full control might require applying some results of the behavioral economics community, including a concept they call mental accounting. Available here and by RSS on June 1.

And on June 8: Flexible Queue Management

In meetings of 5-30 participants, managing the queue of contributors can be challenging. A strict first-in-first-out order can cause confusion and waste of time if important contributions are delayed. Some meetings need more flexible queue management. Available here and by RSS on June 8.

Coaching services

I offer email and telephone coaching at both corporate and individual rates. Contact Rick for details at rbrenEQuetChPjwYBDxmgner@ChacxXTxBssoFmfDfMugoCanyon.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

Public seminars

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.

• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 29, 2017, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   

Bullet Points: Mastery or Madness?

Decision makers in modern organizations commonly demand briefings in the form of bullet points or a series of series of bullet points. But this form of presentation has limited value for complex decisions. We need something more. We actually need to think. Briefers who combine the bullet-point format with a variety of persuasion techniques can mislead decision makers, guiding them into making poor decisions. Read more about this program.

• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.
   
• A recording of a program presented June 24, 2020, Monthly Webinar, sponsored by Technobility Webinar Series. PMI members can earn 1.0 Category 'A' PDU by viewing this program. View this program now.