Used responsibly, communication is our method for constructively propagating ideas within and among groups, for testing those ideas, for selecting the most promising ones, and for making decisions about adopting them. Communication can also be abused to persuade organizations to adopt policies that benefit their advocates more than they benefit the organization.
Deceptive communication is one technique of communication abuse. It is any intentional action (or inaction) associated with communication that creates advantages for the deceiver by causing others to adopt or retain false models of reality.
Lies are one common example. But there are many much less obvious methods of deceptive communication. Here are three.
- Flawed metaphors
- Because metaphors are approximations to reality, some deceivers use metaphors to distort the target's thinking. One example: "Second quarter results suggest that we've hit a speed bump." Using this metaphor could be deceptive because it suggests that the slowdown is small and its duration short. But when you first encounter a speed bump, you can't really tell how long it will last or how big the bump is. Maybe it's actually a warning curb right in front of a brick wall thirty feet thick. The speed bump metaphor thus conceals the issues of severity and duration of the revenue decline. Similar tricks are possible with analogies. Unless we think very carefully about the metaphors and analogies deceivers use, we're likely to be deceived.
- Meta-deceptive communications
- Meta-deceptive communications are deceptive communications about others' communications. Thus, intentionally identifying as deceptive a communication that's known to be truthful is an example of deceptive communication, as is intentionally failing Lies are one common example
of deceptive communications,
but there are many much
less obvious methodsto identify as deceptive a communication that's known to be deceptive. Less egregious, perhaps, is identifying as deceptive a communication that one isn't certain is deceptive, without revealing the uncertainty, as is failing to identify as potentially deceptive a communication that one strongly suspects is deceptive.
- Pace of speech varies from person to person, and time to time. Occasionally, a speaker's pace is so slow that impatient audience members, unbidden, complete the speaker's thought. When this happens naturally, it can be a sign of a group working well together. But deceivers who wish to avoid explicitly stating something inflammatory or accusatory can slow-talk to exploit impatient audience members, who then "pick up the ball" and run with it. In this way, the slow-talking speaker avoids saying anything that could later be regarded as a violation of decorum or ethics. The technique is especially valuable when the unspoken thought is an accusation that the slow-talker knows to be false.
These are simple examples of deceptive communications. The full catalog is both enormous and dynamic, because as technologies evolve, some deceptions become transparent or useless, and new deceptions arise. In coming weeks, we'll explore the general properties of deceptive communications at work. Next in this series Top Next Issue
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More articles on Workplace Politics:
- Using Indirectness at Work
- Although many of us value directness, indirectness does have its place. At times, conveying information
indirectly can be a safe way — sometimes the only safe way — to preserve or restore
well-being and comity within the organization.
- Responding to Threats: I
- Threats are one form of communication common to many organizational cultures, especially as pressure
mounts. Understanding the varieties of threats can be helpful in determining a response that fits for you.
- When It's Just Not Your Job
- Has your job become frustrating because the organization has lost its way? Is circumventing the craziness
making you crazy too? How can you recover your perspective despite the situation?
- Bottlenecks: II
- When some people take on so much work that they become "bottlenecks," they expose the organization
to risks. Managing those risks is a first step to ending the bottlenecking pattern.
- Yet More Obstacles to Finding the Reasons Why
- Part III of our catalog of obstacles encountered in retrospectives, when we try to uncover why we succeeded
— or failed.
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- In this Part II of our look at solving hard problems, we continue developing properties of the solution, and look at how we get from the beginning to the end. Available here and by RSS on July 5.
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- 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. Here are some upcoming dates for this program:
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and support virtual teams in ways that are too much like the way we lead, manage, and support co-located
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- The Race to the South Pole: Ten Lessons for Project Managers
- On 14 December 1911, four men led by Roald
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had won the race to the pole. Amundsen's party returned to base on 26 January 1912. Scott's party perished.
As historical drama, why this happened is interesting enough, but to organizational leaders, business
analysts, project sponsors, and project managers, the story is fascinating. Lessons abound. Read
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