At work, especially in the project context, we rely on each other's Word. When someone tells you something, you need to know that you're hearing what the speaker believes to be true. We can each help to create a more Truth-Full working environment by telling the Truth ourselves, especially when the prospect of telling the whole truth seems scary.
If you tell the truth
it's harder to gossip.
(This is a good thing.)Mark Twain wrote, "If you tell the truth you don't have to remember anything." This is one of many advantages of telling the truth. Here's a list of the advantages of telling the truth over spinning, shading, stretching, misleading, or even lying.
Telling the truth requires less creativity because you don't have to make anything up.
Telling the truth reduces medical expenses by keeping your blood pressure in the normal range.
If you tell the truth you don't have to worry whether what you're saying now is consistent enough — or too consistent — with what you've said in the past.
If you tell the truth it's less likely (though not impossible) that anyone will accuse you of not telling the truth.
If you tell the truth you have to do much less record-keeping — it's easier to remember what you told to whom and when.
You hardly ever feel guilty about telling the truth.
If you tell the truth you don't have to worry as much about whether what you're saying is working.
If you tell the truth you don't have to worry about what to say when you get caught.
If you tell the truth you don't have to learn any fancy ambiguous words to mislead people.
The plain truth is usually shorter than anything else.
If you tell the truth you get practice telling the truth, which can pay off when telling the truth is really hard.
If you tell the truth it's more likely (though not certain) that others will tell you the truth.
If you tell the truth your nose won't grow much beyond its current length.
If you tell the truth it's harder to gossip. (This is a good thing.)
If you tell the truth you don't have to worry about keeping a straight face.
If you tell the truth you have less need to explain to yourself — or your kids — why it's sometimes OK not to tell the truth.
If you tell the truth, people have a chance to find out about problems while there's still time to do something about them.
If you tell the truth it's easier to sleep at night.
If you're known as a straight shooter, fewer people will ask you to shoot crooked.
If you tell the truth often enough, when you say something, people are more likely to actually believe you.
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More articles on Ethics at Work:
- Difficult Decisions
- Some decisions are difficult because they trigger us emotionally. They involve conflicts of interest,
yielding to undesirable realities, or possibly pain and suffering for the deciders or for others. How
can we make these emotionally difficult decisions with greater clarity and better outcomes?
- Extrasensory Deception: I
- Negotiation skills are increasingly essential in problem-solving workplaces. When incentives are strong,
or pressure is high, deception is tempting. Here are some of the deceptions popular among negotiators.
- The Attributes of Political Opportunity: The Basics
- Opportunities come along even in tough times. But in tough times, it's especially important to distinguish
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- Personnel-Sensitive Risks: I
- Some risks and the plans for managing them are personnel-sensitive in the sense that disclosure can
harm the enterprise or its people. Since most risk management plans are available to a broad internal
audience, personnel-sensitive risks cannot be managed in the customary way. Why not?
- 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.
See also Ethics at Work for more related articles.
Forthcoming issues of Point Lookout
- Coming December 20: Conceptual Mondegreens
- When we disagree about abstractions, such as a problem solution, or a competitor's strategy, the cause can often be misunderstanding the abstraction. That misunderstanding can be a conceptual mondegreen. Available here and by RSS on December 20.
- And on December 27: On Assigning Responsibility for Creating Trouble
- When we assign responsibility for troubles that bedevil us, we often make mistakes. We can be misled by language, stereotypes, and the assumptions we make about others. Available here and by RSS on December 27.
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- Person-to-Person Communications: Models and Applications
- When we talk, listen, send or read emails,
read or write memos, or when we leave or listen to voice mail messages, we're communicating person-to-person.
And whenever we communicate person-to-person, we risk being misunderstood, offending others, feeling
hurt, and being confused. There are so many ways for things to go wrong that we could never learn how
to fix all the problems. A more effective approach avoids problems altogether, or at least minimizes
their occurrence. In this very interactive program we'll explain — and show you how to use —
a model of inter-personal communications that can help you stay out of the ditch. We'll place particular
emphasis on a very tricky situation — expressing your personal power. In those moments of intense
involvement, when we're most likely to slip, you'll have a new tool to use to keep things constructive.
Read more about this program. Here's a date for this
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows
Road, Jacksonville, Florida, 32256, USA: January 15, 2018,
Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
- Embassy Suites by Hilton Jacksonville Baymeadows, 9300 Baymeadows Road, Jacksonville, Florida, 32256, USA: January 15, 2018, Monthly Meeting, Northeast Florida Chapter of the Project Management Institute. Register now.
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- 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.
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