Devious Political Tactics: Cutouts

In espionage, a cutout acts as a secure means of communication. Its security usually derives from an asymmetry in its connection to the larger system. That is, while the people who communicate through the cutout know how to send messages to the cutout and how to receive messages from the cutout, the cutout probably doesn't know how to contact the communicators. A "dead drop" can be an example of a cutout. Another example: a courier who doesn't know the source of the freight carried.

Cutouts also play roles in organizational politics. Here are three examples of cutouts or their use in the workplace.

Deniable disclosure

By simply making information available in a deniable way, an operator might encourage an ambitious subordinate to pursue a project. The disclosure might be something as simple as an apparently careless exposure of a memo on a desk or screen. The subordinate receives the information, but cannot reveal its source, without seeming to be a snoop.

Ambiguous direction

Ambiguous direction creates a chance that subordinates will do what the operator wants when the operator cannot ethically direct the subordinate to do so. If ever a problem arises, the operator can assert that he or she had something else in mind, and that the subordinate initiated the ethical breach. When combined with subjective cues, such as facial expressions and knowing glances, especially when delivered in private, ambiguous directions are especially effective.

People

Typically, human cutouts deliver or leak information on behalf of their operators, but they're unwilling or unable to credibly reveal sources or other related information. This protects the operator when the information leads to undesirable consequences or to pressure to reveal more. If the ploy backfires, then the operator can assert that either the human cutout misspoke, or exceeded authority, or any of a variety of other insulating claims.

When you spot a ploy that could be a cutout, what can you do?

Decide if it's acceptable

You might be content to receive the information through the cutout. This is a risky approach, but always a possibility.

Seek clarification

Ask for a direct disclosure instead, especially if you're receiving ambiguous direction. For instance, "You certainly wouldn't want us to act unethically…do you mean X or Y?"

Smoke out the operator

If you receive information that you "shouldn't" have, ask about it directly. "I've heard that Marigold might be revived. Know anything about that?" The operator now has a stark choice: to deny, to lie, to decline, or to reveal. If the information is revealed in front of witnesses, you're safe. If the operator continues to withhold, or dissembles, you might have found an accidental slip. Otherwise, take care.

Cutouts give you information that can be too hot to handle. Sometimes it's best to just ignore it — to appear to have missed the message. But don't miss this message.  Top    Next Issue

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More about Devious Political Tactics

Games for Meetings: IV  [April 16, 2003]

We spend a lot of time and emotional energy in meetings, much of it engaged in any of dozens of ritualized games. Here's Part IV of a little catalog of some of our favorites, and what we could do about them.

Devious Political Tactics: Credit Appropriation  [September 24, 2003]

Managers and supervisors who take credit for the work of subordinates or others who feel powerless are using a tactic I call Credit Appropriation. It's the mark of the unsophisticated political operator.

Devious Political Tactics: The False Opportunity  [October 1, 2003]

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.

Devious Political Tactics: The Three-Legged Race  [October 15, 2003]

The Three-Legged Race is a tactic that some managers use to avoid giving one person new authority. Some of the more cynical among us use it to sabotage projects or even careers. How can you survive a three-legged race?

Devious Political Tactics: Divide and Conquer: I  [July 6, 2005]

While most leaders try to achieve organizational unity, some do use divisive tactics to maintain control, or to elevate performance by fostering competition. Understanding the risks of these tactics can motivate you to find another way.

Devious Political Tactics: A Field Manual  [November 7, 2007]

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.

Devious Political Tactics: More from the Field Manual  [August 29, 2012]

Careful observation of workplace politics reveals an assortment of devious tactics that the ruthless use to gain advantage. Here are some of their techniques, with suggestions for effective responses.

Devious Political Tactics: Mis- and Disinformation  [May 1, 2013]

Practitioners of workplace politics intent on gaining unfair advantage sometimes use misinformation, disinformation, and other information-related tactics. Here's a short catalog of techniques to watch for.

Devious Political Tactics: Bad Decisions  [February 26, 2025]

When workplace politics influences the exchanges that lead to important organizational decisions, we sometimes make decisions for reasons other than the best interests of the organization. Recognizing these tactics can limit the risk of bad decisions.

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